The Surgical Care Center of Indiana

Strict Protocols Followed by a Team of Professional Movers

The Surgical Care Center of Indiana’s move – which expanded their practice from two operating rooms to six operating rooms – required us to work more closely with the property manager, as they needed to receive new OR equipment before shutting down the existing facility.

The Surgical Care Center of Indiana

Strict Protocols Followed by a Team of Professional Movers

The Surgical Care Center of Indiana’s move – which expanded their practice from two operating rooms to six operating rooms – required us to work more closely with the property manager, as they needed to receive new OR equipment before shutting down the existing facility.

The Surgical Care Center of Indiana

Strict Protocols Followed by a Team of Professional Movers

The Surgical Care Center of Indiana’s move – which expanded their practice from two operating rooms to six operating rooms – required us to work more closely with the property manager, as they needed to receive new OR equipment before shutting down the existing facility.

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We delivered a process to keep the project on-schedule

Given the strict protocols around decontamination and sterile cores – and a very tight timeline of three days – we got right down to work.

Some concerns that kept them up at night: How do we keep contaminated items away from sterile items and clean supplies during the move? We need our OR lights moved to the new building, but I don’t know how to make that happen. We have new medical equipment, but we don’t have a place to store it.

We approach every project by first listening to your concerns so that we can diagnose the current health of your project. Our analysis of Surgical Care Center project allowed us to create a custom plan that including transition planning, activation planning, and move management.

In four hours, we:

Cleaned all equipment in the old facility
Padded and shrink wrapped it to protect it
Loaded it on the truck and protected it again
Unloaded, unwrapped, and staged it for a terminal clean in the new facility
Ensured that surgical staff were ready to perform their terminal clean before it entered the sterile core for placement

Transition planning

Initially, the Director of Surgery was responsible for vendor and inventory management, and medical equipment planning – on top of her day-to-day job. We allowed her to focus on her core responsibilities by assuming these tasks, coordinating with 13 different vendors to create a delivery schedule that would mitigate delays and meet deadlines.

Activation planning

We considered the smallest of details to make sure that all of the rooms were operationally-ready by day one:

With new medical devices and equipment on their way and the building not ready, we stored equipment at our warehouse until the building was complete
We worked closely with the property managers to organize and schedule the cleaning of the facility – including terminal clean – by creating detailed area outlines
We organized and isolated sterile and clean supplies to avoid cross-contamination

Value-add: Because we managed the vendor delivery schedule, we were able to place shelving units and install racks before equipment or surgical supplies arrived, eliminating unnecessary shuffling of items.

In four hours, we:

Cleaned all equipment in the old facility
Padded and shrink wrapped it to protect it
Loaded it on the truck and protected it again
Unloaded, unwrapped, and staged it for a terminal clean in the new facility
Ensured that surgical staff were ready to perform their terminal clean before it entered the sterile core for placement

Transition planning

Initially, the Director of Surgery was responsible for vendor and inventory management, and medical equipment planning – on top of her day-to-day job. We allowed her to focus on her core responsibilities by assuming these tasks, coordinating with 13 different vendors to create a delivery schedule that would mitigate delays and meet deadlines.

Activation planning

We considered the smallest of details to make sure that all of the rooms were operationally-ready by day one:

With new medical devices and equipment on their way and the building not ready, we stored equipment at our warehouse until the building was complete
We worked closely with the property managers to organize and schedule the cleaning of the facility – including terminal clean – by creating detailed area outlines
We organized and isolated sterile and clean supplies to avoid cross-contamination

Value-add: Because we managed the vendor delivery schedule, we were able to place shelving units and install racks before equipment or surgical supplies arrived, eliminating unnecessary shuffling of items.

Move management

We worked closely with vendors to move the operating rooms and post-op bays to avoid cross-contamination. We also arranged an efficient schedule for surgical staff to terminally clean and place items within the sterile core and organize and prep post op bays.

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Disposition

We donated furniture to non-for-profit organizations and recycled furniture on the customer’s behalf, keeping a majority out of the landfill.

Overall project results

We were able to complete the move in two days, which allowed extra time for mock-up surgeries, practice workflows, and extra training for the surgical staff.

NEA Arkansas

The Riley Hospital for Children

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NEA Arkansas

← Previous Case Study

The Riley Hospital for Children

Next Case Study →