Performing a correct surgical time out

<p>The ending data reflected what we expected in that we would see a significant incline but</p> <p>not quite the 100% compliance rate we are looking for. Our highest compliance rate has reached</p> <p>90% and we have contributed the margin error to new staff that requires the proper teaching and</p> <p>education. In conclusion I feel that the majority of staff was aware that they were not in</p> <p>compliance with the time out but would proceed anyways due to the rush of the case or surgeon</p> <p>or simply that they had become laxed in practice. Once the data was brought to staff attention</p> <p>and the tracer audits began we saw a quick rise to expectations. Majority of tracer audits were</p> <p>not announced which forced staff to comply with each case.</p> <p>Repetition is seen as a way to increase improvement, my plan for sustainability will have</p> <p>much to do with repetition. The surgical time out is a procedure that is performed with every</p> <p>surgical case so the opportunity to practice / repeat is possible more than one time a day. As staff</p> <p>members in the OR repeat the updated time out the correct way it will reinforce the policy and</p> <p>assist in making it habit. During the Do phase of the SDSA cycle we will be giving and obtaining</p> <p>feedback on what is working well and what is not, any barriers, as well as positive</p> <p>reinforcement. We have discovered that speaking with individuals one on one privately is</p> <p>effective because it holds that individual accountable regarding their faulty performance, but also</p> <p>excludes the embarrassment or anger that would come in a group situation. Positive</p> <p>reinforcement and recognition in the morning huddle however is a nice way to start the day,</p> <p>individuals enjoy being recognized for a job well done.</p> <p>Tracer audits will continue to be performed on a weekly or bi weekly basis and also as</p> <p>surprise audits to assure we are keeping on track. There will continue to be new barriers,</p> <p>suggestions, concerns, etc. that will arise and the only way to continue to improve is to keep a</p> <p>record, the statistical analysis and numbers will show our progress and sustainability or lack of.</p> <p>The work that is being put into this project has become standard, the nurse educator and unit</p> <p>manager have agreed that tracer audits will continue on a regular basis, nurses who find</p> <p>themselves with down time will perform audits on the surgical time out and data will be reported</p> <p>for analysis. The sustainability concept falls in line with the values / mission statement of the</p> <p>hospital to "enhance the well-being of people in the communities we serve through a not-for-</p> <p>profit commitment to compassion and excellence in health care services."</p>

Name thesis:degree_name

Master of Science in Nursing (MSN)

Level thesis:degree_level

Project/Capstone - Global access

Year dc:date.available

2015

Author dc:creator

• Mariscal, Natalia E

• surgical time out
• operating room
• nursing
• circulator nurse
• surgical pause
• wrong site surgery
• Perioperative, Operating Room and Surgical Nursing

Repository record dc:identifier

https://repository.usfca.edu/capstone/177

OAI identifier oai:identifier

oai:repository.usfca.edu:capstone-1179