Hybrid operating rooms (ORs), or integrated ORs, can be assets to a facility if they’re designed, built and organized correctly. Industry professionals who have
led these multi-million dollar projects have broken the process down to 10 basic steps.
1. Make Sure It Fits With the Facility’s
“Where I’ve seen hybrid ORs not fully utilized with full satisfaction is when the administration, or a key surgeon, demanded a hybrid OR be built because the competitive facility down
the street had one,” Darko Spoljaric, vice president of marketing at NDS Surgical Imaging, said. It’s important this decision is part of a long-term facility vision, he explained.
Trudy Kenyon, MSN, RN, CNOR, clinical nurse educator
for systems integration at Olympus, agreed, adding it should
also fill an unmet need. “You have to look at the current challenges with how the space is functioning today, as well as
evaluate how you’d like the space to function in the future.
That will help determine how the hybrid OR can meet the
facility’s needs,” she said.
2. Specify the Surgeries It Will Be
“It’s important for the organization to determine what they
want to use the room for (early in the project),” Diane Currier,
senior clinical director of perioperative services at Scottsdale
Osborn Medical Center, said, adding this will help determine
what equipment is necessary, how big the room has to be and
where in the building it should be located.
3. Find Your Stakeholders
With the type of OR established, stakeholders are easier to
identify. For Currier, the list includes OR managers, surgeons,
facility directors, imaging leaders, anesthesiology leaders and
other physicians. As the project moves along, more people
will be added, but the core group needs to figure out what
they want the final product to include.
4. Identify the Construction Plan
Figuring out where to put a hybrid OR is a challenge in any
facility, Currier said, but especially for older facilities with
smaller rooms since hybrid ORs demand space to accommo-
date equipment. Facilities can either renovate or build.
By remodeling, the idea is it would be a little cheaper.
Depending on the age and set up of the facility, that’s not
always true, she clarified. For instance, older buildings don’t
always have the right electrical set up, air flow systems and
If a facility decides to build an addition or new facility for
the hybrid OR, the benefits are obvious – a new space, organized layout, efficient electrical set up, ideal ceiling height and
more – but they can cost more and take longer to construct.
Either way, this decision needs to be made before the
designing starts, she said. It will give facilities a better idea of
the space they’ll have available, and what features the equipment will have to offer.
5. Selecting Suppliers
The next step is to figure out who they want to create an
ongoing relationship with for the lifetime of the hybrid OR.
“Just because you decide to select one of the big name brand
manufacturers, or someone with a large market share presence
doesn’t necessarily mean you’re going to get the best results
or the best attention for your facility and staff,” Spoljaric said.
Instead, he suggests project leaders learn more about the sup-
pliers. Below are a few things to talk about:
• Working Partnerships: While the facilities choose who
they purchase from, extra insight is always beneficial, he
added. Normally, suppliers work together in areas like
medical imaging radiology, systems integration, equipment
arms and surgical lighting.
• Communication approaches: “While some do it better
than others, there is no secret sauce to the perfect project,”
Spoljaric said. “It really comes down to really great com-
munication and execution amongst the whole team.”
• Staff education: Suppliers lead education. If surgical
teams aren’t comfortable or confident using the technol-
ogy, it could result in abandonment of the new hybrid OR,
not to mention the possibility of less desirable patient out-
comes, he said.
• Previous customer experience: During site visits, schedule a one-on-one with the project leader to hear what
their experience was like, if they’d recommend the manufacturer, what communication was like, if there were cost
overruns and, if so, what caused them, he suggested.
10 Steps to Building a Successful Hybrid OR
Experts gives some advice to those considering an integrated system
by Rebecca Rudolph, editor