The Timeout Process
The implementation of the timeout processes could well be the most important procedure to be introduced to the operating theatre in recent times. This seemingly small change has had a dramatic impact on patient outcome, staff cohesion and cost reduction in medical institutions. However, there are still issues that are obstructing the effectiveness of the timeout, namely poor compliance by some team members who believe that the fast turnover of cases does not allow for the timeout, that they have never had a problem in the past or that the timeout is questioning their competence.
This essay will look at the positive outcome that the timeout process has had in the operating theatre, why it is working and how to ensure that it remains a priority. The writer will also address the problem of poor compliance by some members, why they are resistant to the timeout process and what can be done to ensure their co-operation thereby creating a positive outcome for more patients.
In order to place the checklist process in a proper perspective the following historical event is provided:
In aviation, pilots have been using checklist since 1935. It was formulated after the crash of the new Boeing Model 299 on its test flight, which killed two of the five crew members. One of the fatalities was Major Ployer P. Hill the Air Corps’ Chief of Flight Testing. The ensuing investigation ruled that the accident was pilot error and not mechanical failure. As the result of this ruling a group of test pilots took it upon themselves to investigate the reason for the pilot error. They concluded that the new technology had a lot more sequential steps for the pilot to follow than the older aircrafts, which made it easier for Major Ployer P.Hill, a highly experienced pilot, to have missed a crucial step. The solution they formulated to rectify this dilemma was a simple checklist. By following this checklist the Model 299 was flown for 1.8 million miles without an accident. Gawande
This essay will look at the positive outcome that the timeout process has had in the operating theatre, why it is working and how to ensure that it remains a priority. The writer will also address the problem of poor compliance by some members, why they are resistant to the timeout process and what can be done to ensure their co-operation thereby creating a positive outcome for more patients.
In order to place the checklist process in a proper perspective the following historical event is provided:
In aviation, pilots have been using checklist since 1935. It was formulated after the crash of the new Boeing Model 299 on its test flight, which killed two of the five crew members. One of the fatalities was Major Ployer P. Hill the Air Corps’ Chief of Flight Testing. The ensuing investigation ruled that the accident was pilot error and not mechanical failure. As the result of this ruling a group of test pilots took it upon themselves to investigate the reason for the pilot error. They concluded that the new technology had a lot more sequential steps for the pilot to follow than the older aircrafts, which made it easier for Major Ployer P.Hill, a highly experienced pilot, to have missed a crucial step. The solution they formulated to rectify this dilemma was a simple checklist. By following this checklist the Model 299 was flown for 1.8 million miles without an accident. Gawande