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Macclesfield Hospital Interview

Interview by Gareth Terry, Services Marketing Manager


What were the drivers for you adopting Biomet’s Rapid Recovery programme for your patients?
 
 

We started doing a version of Rapid Recovery about 5 years ago, but we were doing it badly, even though the hospital management thought they had it done!
 
Then, senior management, after witnessing the benefits of Rapid Recovery elsewhere, got serious about increasing operating room throughput, reducing bed stays and improving the quality of care and patient satisfaction (PROM’s).



How has Biomet, as a partner, helped to set up the programme?
 

Without the Biomet ‘team’ this wouldn’t have happened and they have been an integral member of our team. As a group, Macclesfield didn’t know how to do it...how to achieve the desired outcomes. Then with Biomet’s experience they managed a structured and progressive Rapid Recovery implementation strategy that was continuously assessed and measured by the Team until we were ready to ‘roll it out’.



From a clinical perspective, has Rapid Recovery moved your patient care along?
 

Absolutely, patients are happier, we’re using 50% less opiates – multi modal opiate sparring; pain control is as good or better than before, we’re mobilising patients on the day of surgery and achieving goal driven objectives far easier. With no catheters, no drains, no epidural catheter, our patients are sat out of bed and flexing their knee to 90% and smiling....which is extremely satisfying. 



What has been Rapid Recovery influence on preventing delays with discharge?
 

That was our big problem; we didn’t have a structured discharge plan or period. We had length of stays (LOS) of 6.5 days in TKA and THA, which we soon reduced by 2 days to 3 and 4 days respectively. The patients were here for too long and there was no real good reason why the patients were hanging around.  
 
But now it is very structured and well managed, patients are happy to go home, they don’t feel like they are being forced out the door early, they are well informed and educated. 


A planned Discharge is now a cost effective solution?
 

We have made significant savings on LOS, urinary catheters and epidural catheters. Pain management is more efficient which resulted in savings on analgesia and our patients. But more important than all of that is the improvement to the quality of care, our patients see this as a quality programme and buy into it.


 

What do you consider to be essential in the setting up of the Rapid Recovery programme?
 

You have to identify and recommend the right people (Multi Disciplinary Team; MDT) who are needed to be involved in the set up of a Rapid Recovery programme. 

You have a facilitator, may be a surgeon, and then identify a highly motivated, open-minded anaesthetist, and between the two of you, you need to get all colleagues on board. 
 
You then have to identify a forward-thinking manager who has the ability to influence the board, without management on board it’s not going to work.
 
And of course, we’re all guided by the experience and expertise of Biomet staff.



What were your expectations of the Biomet’s Rapid Recovery team in setting up and coordinating the programme?
 

Leadership throughout the whole process which is where Biomet comes in, facilitating things that we knew little about, you can’t do it without that experience.

When we started off doing this ourselves, you realise you’ve missed out a major aspect of the programme and it’s let us down. So, you have to have the seamless movement from admission, operating theatres, wards, discharge, without moving back and forth, all over the place.
 
So, without someone from Biomet’s Rapid Recovery team with the relevant experience it just wouldn’t have worked.



Patients’ expectations are growing and you have to be forward-thinking and accommodating to these changing needs/expectations.
 

Absolutely, I think that around this part of the world we are the only hospital that has formally brought in and offer a programme like this - and word gets around very quickly. The future of a hospital like this is in elective orthopaedic surgery, so we have to show that we do things better than others.