In a typical academic hospital operating suite, more than 300 nurses, doctors, and trainees representing two dozen specialties interact with each other to safely ensure the care of more than 100 patients receiving surgery each day. This is a unique setting that carries many of the inherent flaws of manufacturing and enterprise systems, which is why I am vehement about implementing Lean and Six Sigma practices here. A few pearls: .
👉We are not “cogs in a machine”: Rather, we provide dynamic but directed interventional care while simultaneously respecting the aims of cost-saving efficiency and patient safety standards. Because of our traditional reimbursement systems, this is difficult, but is made easier by calmly and quickly communicating with our colleagues. Ultimately, you have to defend your specialty, protect yourself, and stand your ground with some difficult decisions.
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👉Inputs and outputs - Every decision we make, whether it be inserting an endotracheal (i.e. breathing) tube or determining how long your patient needs to be in the recovery room, is the result of some piece of information or a completed process on someone else’s part. You use your expertise to build on the product, add something to the patient’s care, before they proceed to the next point of care. Therefore, be patient in understanding and rationalizing your patient’s condition, and be mindful in what you communicate to the next healthcare team member who is taking care or transferring your patient after surgery. #handover #checklists.
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👉Never be afraid to ask for help - Ultimately, your happiness in the workplace is very much dependent on the morale of others around you. A supportive environment and a “shared mental model” can be developed be really getting to know the people you work with. Life happens, and you’ll need each other to get through a difficult IV placement in the OR, or help provide coverage when your child has the flu and needs to leave school early.

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