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Health, Education & Government › Life Sciences & Pharma › Surgical Systems

Surgical Robotics

Regulated development and commercialization journeys where clinical, quality, and market access align.

Example organizations in this space: Intuitive Surgical (da Vinci) Medtronic Stryker CMR Surgical

This interactive experience is the shipped product itself — the same application code customers run in production, mounted read-only in your browser over a real sample journey. Not a video, not a mockup: because the demo and the product are one codebase, it can never drift from the real thing.

Inside this journey

  1. Pre-Sales

    Qualify and diagnose clinical, operational, and financial fit before committing resources.

    1. Fit Validation

      Confirm budget range, decision-makers, procurement constraints, and timeline before investing in a full discovery.

      Qualification Questions

      Budget — quick, collaborative check on funding and commercial model

      • Is there an allocated budget range for acquiring or accessing a robotic surgical system for this project? Options: Under $1,000,000, $1,000,000–$2,000,000, $2,000,000–$4,000,000, $4,000,000–$8,000,000, Over $8,000,000, Budget not yet allocated
      • If the budget is not finalized, what is your expected funding approach or preferred commercial model (purchase, lease, usage-based)?

      Decision-makers and authority — who signs and who influences the choice

      • Who will provide final approval for a capital or multi-year clinical technology acquisition, and which roles should we include in conversations? Options: CEO/CFO (final approver), Surgical service line VP, Chief of Surgery, Procurement or materials management, Clinical engineering / biomed, Department finance manager, Other (please name)
      • Who will act as the clinical champion or primary point of contact for evaluation and adoption (name and role)?

      Procurement and compliance constraints — required processes and data considerations

      • Are there procurement rules we should know up front such as a mandatory RFP, GPO requirement, sole-source restrictions, or capital approval windows? Options: Formal RFP required, GPO or group purchasing required, Sole-source not allowed, Sole-source allowed, Capital approval committee window applies, No specific constraints / flexible, Other (brief)
      • Will the solution need to integrate with systems or services that process protected health information, requiring a BAA or specific data residency or security controls? Options: Yes — cloud PHI will be processed, BAA required, Yes — on-prem integrations only, no cloud PHI, No PHI involved, Unsure — will confirm with IT

      Timeline and drivers — target decision or go-live and why

      • What is your target decision or go-live timeframe for this program? Options: Within 3 months, 3–6 months, 6–12 months, 12+ months, No set timeframe / exploratory
      • What is the primary driver behind that timing (select up to two)? Options: Capital budget cycle, Surgeon recruitment or onboarding, OR capacity or scheduling needs, Competitive positioning, Regulatory or accreditation deadline, Clinical outcomes improvement, Other (brief)

    2. Clinical & Operational Discovery

      Map current surgical volumes, target specialties, surgeon preferences, OR constraints, cost drivers, and success metrics.

      Discovery Questions

      Starting the Conversation: Your Current Surgical Landscape

      • Tell me briefly which surgical specialties at your hospital already perform minimally invasive or robotic-assisted procedures and which you hope to grow Options: Urology, Gynecology, General surgery, Colorectal, Thoracic, Head and neck, Other
      • On an average month, estimate the number of cases in each of those specialties that could be candidates for robotic assistance
      • Who currently owns the business case for surgical robotics at your site, and who signs capital approval documents Options: Service line VP, Chief of surgery, CFO, CEO, Capital committee, Other
      • Describe the last time your team added a major piece of OR equipment, what slowed approval most, and how long the process took
      • Which internal metrics do you monitor today that would be impacted by a robotics program, for example length of stay, OR turnover, or readmission Options: Length of stay, OR turnover time, Case cancellation rate, Conversion to open surgery, Readmission, Supply cost per case, Other

      Where Volume and Surgeon Preference Actually Matter

      • If you had to pick one specialty where robotic adoption would most change your referral patterns and financial outlook, which is it and why
      • List the top three surgeons by volume in that specialty and give their average monthly case count
      • Which of your surgeons are vocal advocates, which are open but untrained, and which are opposed to adopting robotics Options: Vocal advocates, Open but need training, Neutral, Opposed, Undecided
      • When a high-volume surgeon prefers a specific platform or instrument set, what usually happens to scheduling and referrals Options: They take priority and schedule shift, Cases move to other hospitals, Surgeons adapt, We lose referrals, Other
      • Are any of your high-volume surgeons tied to training or affiliation commitments that would delay adoption, for example proctoring or credential requirements Options: Yes, significant commitments, Yes, minor commitments, No, Unsure
      • Which outcome from a pilot—reduced length of stay, decreased complications, case throughput improvement, or surgeon preference—would most convince your surgical committee to expand the program Options: Reduced length of stay, Fewer complications, Improved throughput, Surgeon preference and uptake, Cost per case reduction, Other

      When the OR Schedule Gets Tight, What Breaks

      • What is the single scheduling or capacity constraint that causes you to turn down additional robotic cases today
      • Describe your current average turnover time between similar minimally invasive cases and how often that target is missed
      • Which physical OR limitations affect robotic use, for example ceiling-mounted booms, insufficient storage for instrument sets, or limited OR footprint Options: Ceiling booms, Insufficient sterile storage, Limited OR footprint, Doorway/transport restrictions, Other
      • Who on your team manages instrument cleaning and sterilization throughput, and do they track cycle time or backlog Options: Central sterile team, OR nursing, Outsourced sterile service, Not tracked, Other
      • If a persistent OR constraint could be fixed within 8 weeks, would that change your ability to run additional robotic cases immediately Options: Yes, we could add cases immediately, Yes, but limited by training, No, other blockers remain, Unsure

      Cost Drivers That Determine Whether the Program Stands Up

      • Which consumable or service line, if it increased 20%, would force you to pause or cancel a robotics program Options: Disposable instruments, Annual service fee, Per-case disposables, Proctoring/training costs, Capital repayment, Other
      • Estimate your current acceptable per-procedure cost premium for robotic versus conventional laparoscopy before the program becomes financially challenging Options: Under $500, $500–$1,000, $1,000–$2,000, Over $2,000, No target set
      • Which payment or acquisition model would your finance team prefer, and which would they likely reject Options: Capital purchase, Operational lease, Per-case usage, Subscription with instruments included, Reject all leases, Undecided
      • How many months of utilization at projected volumes does your CFO require to justify a capital purchase Options: 12 months, 18 months, 24 months, 36 months, Unsure
      • If we modeled a pilot that showed a positive contribution margin within 6 months, who at your organization could accelerate procurement and how quickly Options: CFO within 2 weeks, Capital committee within 1 month, Requires board review, No clear approver, Unsure

      Training, Credentialing, and Surgeon Confidence

      • What gap in your current training or proctoring approach most prevents a surgeon from running independent robotic cases
      • Which credentialing steps are mandatory at your site for a surgeon to operate robotic cases, and who signs them off Options: Simulation assessment, Proctored cases, Peer review, Hospital credentialing committee, Medical staff office, Other
      • Tell me about the resources available for team training such as simulation suites, scheduled proctor days, or protected OR time
      • How many proctored cases do your surgeons typically require before credentialing, and does that vary by specialty Options: 1–3, 4–6, 7–10, More than 10, Varies widely
      • If a combined simulation and proctoring plan could cut your credentialing time in half, would you prioritize that change and who would champion it Options: Yes, surgical leadership, Yes, nursing leadership, Maybe, No

      Obstacles That Stop Projects Cold

      • What single site risk, governance rule, or approval gap would make you stop the project immediately
      • Which institutional committees must approve new surgical technology and what typical timeline do they impose Options: Surgical executive committee, Medical device committee, Capital committee, Infection control, Other
      • Has legal, compliance, or infection prevention raised issues about instrument reprocessing or disposables in prior procurements Options: Yes, frequently, Occasionally, No, Unsure
      • How many external vendor evaluations does your procurement process require before award Options: Single vendor ok, 2 vendors, 3 vendors, Competitive RFP required, Other
      • Who on your team is enabled to halt a program if post-deployment metrics fall below expectations Options: Chief of surgery, VP surgical services, CNO, CFO, Medical director, Other

      Alternatives You're Actively Considering

      • Which alternative paths are you evaluating right now, including incumbent platforms, other vendors, or an internal solution Options: Incumbent platform renewal, Another external vendor, Internal build or retrofitting, Leasing third-party service, Do nothing
      • What would have to be true about your current approach for you to stay with it instead of switching
      • Has anyone on your clinical or finance team proposed solving this without an outside vendor and what was the proposed model Options: Yes, internal buy and manage, Yes, shared-service model, No internal proposal, Unsure
      • Which evaluation criterion matters most when choosing between vendors, for example instrument versatility, uptime guarantee, or training support Options: Instrument versatility, Uptime or service SLA, Training and proctoring, Per-case cost, Integration with EMR/OR systems, Clinical evidence
      • If your incumbent platform matched all clinical needs but reduced instrument costs by 15%, would you still consider switching platforms Options: No, cost keeps us, Yes, other factors matter, Maybe, depends on service, Unsure

      Operational Readiness: Technical and Infrastructure Constraints

      • Describe the state of your OR network and IT support for integrating new surgical systems, including assigned owners and change control processes
      • Which infrastructure items are already in place for a robotic system, such as dedicated power circuits, isolated network VLAN, and sterile instrument storage Options: Dedicated power circuit present, Isolated network VLAN present, Adequate sterile storage, None of the above, Other
      • Do you have API access or documented integration endpoints for your OR scheduling system and OR documentation/EHR Options: Yes, documented APIs, Partial access with vendor help, No APIs available, Unsure
      • Which internal teams would be expected to support deployment and for how many hours per week during install and go-live Options: IT 10–20 hrs/wk, Facilities 10–20 hrs/wk, Clinical engineering 10–20 hrs/wk, Nursing 5–10 hrs/wk, No dedicated support available
      • If the project requires dedicated 208V power, a network VLAN, and a named OR owner delivered within 8 weeks, can your organization commit to that timeline Options: Yes, can commit, No, needs more time, Maybe with additional funding, Unsure
      • Which regulatory or local approvals typically add the longest delay to device deployment at your site Options: Infection control review, Biomedical engineering signoff, Medical staff credentialing, Capital committee, Other

      How You Will Decide Success and Acceptance

      • Which metrics will you use to declare a pilot successful, for example percent reduction in OR time, complication rate, or surgeon adoption Options: OR time reduction, Complication reduction, Surgeon adoption rate, Cost per case reduction, Patient length of stay, Other
      • Who must sign off on technical acceptance and on clinical acceptance, and how do those approval timelines typically align Options: Clinical director, Medical staff office, Biomedical engineering, Surgical executive committee, Other
      • What single acceptance criterion, if unmet at go-live, would prevent you from moving to full deployment
      • How often do you want operational performance reviews in the first 6 months and who should attend those reviews Options: Weekly, Biweekly, Monthly, Quarterly
      • If the pilot meets your stated targets, who has the authority to sign a broader agreement and what is your expected timeframe for that decision Options: CFO within 2 weeks, Capital committee within 1 month, Board within 2–3 months, No clear authority, Unsure

      Aligning on Next Steps and Timeline

      • Walk me through your ideal decision timeline from pilot approval to full deployment, including key milestones
      • Which stakeholders must be engaged in the next 30 days to keep momentum and who will make introductions Options: Surgical leadership, Finance, IT, Facilities, Medical staff office, Other
      • What are the top three open questions you need answered before you consider a pilot
      • Which of these next-step options aligns best with your preference: an on-site demo day, a data-driven pilot, or a joint economics workshop Options: On-site demo day, Data-driven pilot, Joint economics workshop, Other
      • Realistically, when can your team host an initial technical site review and a surgeon demonstration session Options: Within 2 weeks, Within 4 weeks, Within 8 weeks, Longer than 8 weeks

  2. Solution Experience

    Translate the buyer's clinical and operational context into a shared vision of how the platform delivers outcomes and workflow impact.

    Solution Experience

    • Solution Experience Session
    • Confirm the current state and what it costs
    • You confirm that the demonstrated workflow reduces cancellations and produces a predictable per-procedure cost model aligned with your financial targets.
    • Run the sample per-procedure cost model using the provided three-month case mix and deliver the detailed results before the follow-up meeting.
    • You agree on measurable acceptance criteria and the remaining evidence required to support capital approval.
    • Run a representative case-mix through the proposed workflow
    • Prepare a detailed training and proctoring schedule tied to competency milestones and estimated time to independent cases.
    • You confirm the proposed training ramp meets surgeon adoption needs and the timeline to expected case volume.
    • Demonstrate the surgeon training and proctoring plan
    • Provide three months of case-level volumes, OR block schedules, and current instrument spend data.
    • Identify the buying committee's decision criteria and target ROI thresholds required for capital approval.
    • Review the financial model and measurable acceptance criteria
    • Agree on a date range for a proctored pilot case window to validate operating metrics in-clinic.
    • Validation checkpoint, confirm this maps to what you described needing
    • Solution Experience Session
    • Solution Experience Deck
    • Solution Brief
    • meeting
    • slides
    • document

  3. Solution Scope

    Define system configuration, training and proctoring, consumable supply model, service levels, and measurable acceptance criteria.

    Scope Configuration

    • Deliver and Install Surgical Platform
    • Integrate Platform with OR Infrastructure
    • Install HD 3D Visualization and Imaging Interfaces
    • Install Integrated Energy Device Interfaces
    • Provision Initial Instrument and Consumable Kit
    • Supply Ongoing Consumable Replenishment Program
    • Provide Spare Parts and Instrument Repair Services
    • Provide Preventive Maintenance and Uptime Service Agreement
    • Deliver Software Update and Technology Refresh Program
    • Deliver Simulation-Based Surgeon Training
    • Provide Proctored Live Clinical Cases
    • Deliver OR Team and Scrub Technician Training
    • Install Multi‑specialty Arm Exchange Kits
    • Deliver Acquisition and Financing Options Package

    Scope Questions

    Deliver and Install Surgical Platform

    • Which OR room(s) are targeted for initial platform placement and what are their ceiling height and floor footprint dimensions (LxW)?
    • Do the target ORs have dedicated 208VAC single-phase or three-phase power circuits and what circuit labels or panel numbers will you provide? Options: 208VAC single-phase, 208VAC three-phase, Other, Unknown
    • How many cases per week by specialty (urology, gynecology, colorectal, thoracic, general) do you plan to run on the platform in the first 12 months? Options: 0-5 per week, 6-15 per week, 16-30 per week, 30+ per week
    • Who will be the on-site authorized approver for installation completion and what contact method should we use for scheduling rigging and delivery windows?
    • Confirm which functional acceptance tests will validate successful installation (example: console-to-arm communications, instrument calibration within manufacturer tolerances, sterile field ingress routing). Options: Console communications test, Instrument calibration verification, Sterile pathway check, OR integration test (power/network)

    Integrate Platform with OR Infrastructure

    • Which hospital network VLAN or subnet will host the integration endpoint for the platform and do you require a static IP or DHCP reservation? Options: Static IP required, DHCP reservation acceptable, Undecided
    • Do you require HL7 or ADT integration for scheduling and case metadata handoff to the platform, and which integration engine does your IT use? Options: Yes, HL7/ADT required, No HL7/ADT required, Undecided
    • How should the platform connect to your OR video routing (SDI/HDMI over fiber, IP streaming) and what latency threshold for live feed is acceptable for surgeon console displays (ms)?
    • Who is your biomedical engineering contact for certificate of conformance and lockout/tagout (LOTO) coordination during integration?
    • Specify any sterilization or sterile drape vendor integration requirements for instrument arm routing or cable pass-throughs that affect OR ceiling penetration plans.

    Install HD 3D Visualization and Imaging Interfaces

    • Which imaging sources must be viewable at the surgeon console (endoscope camera, intraoperative ultrasound, fluoroscopy) and which of those need picture-in-picture or multi-input layouts? Options: Endoscope camera, Intraoperative ultrasound, Fluoroscopy, Laparoscopic tower, Other
    • Do you require DICOM export for captured stills and clips from the platform and which PACS vendor will store those files? Options: Yes, DICOM to PACS, No DICOM export, Undecided
    • How many OR displays require 3D-ready input cabling and do any displays need ceiling-mounted fiber extenders for camera feeds? Options: 1, 2, 3+, None
    • Identify any existing laparoscopic insufflator, smoke evacuation, or tower equipment models that must interface with the platform video or control bus.
    • Describe your acceptable end-to-end video latency and resolution target for console 3D rendering (example: <100 ms, 1920x1080 per eye). Options: <50 ms / 3D 1080p, <100 ms / 3D 1080p, <150 ms / 3D 720p, Custom

    Install Integrated Energy Device Interfaces

    • Which energy devices (bipolar vessel sealer, ultrasonic cautery, monopolar generator) must be controlled or displayed by the platform and what connector types do they use? Options: Bipolar vessel sealer, Ultrasonic cautery, Monopolar generator, None, Other
    • Do you require hardwired interlock signals between the platform and electrosurgical generators for footswitch mapping or is software handshake sufficient? Options: Hardwired interlock required, Software handshake sufficient, Undecided
    • Who on your OR staff will authorize integration testing with live energy device activation and what time window is preferred for validation cases?
    • Specify any local medical gas or service room proximity constraints that affect routing of energy device control cables to the patient cart.
    • Indicate whether your facility requires custom labeling or color-coding of energy device connectors to match existing OR standards. Options: Yes, No

    Provision Initial Instrument and Consumable Kit

    • Which procedure types should the initial instrument kit support (robotic prostatectomy, hysterectomy, colectomy, lobectomy) and list the primary instruments required per procedure?
    • Do you require sterile single-use accessories or reusable instruments and what is your sterilization method for reusable trays (autoclave, low-temperature sterilization)? Options: Single-use only, Reusable instruments (autoclave), Reusable instruments (low-temp sterilization), Mixed
    • Estimate the number of instrument sets and per-case consumable quantities needed to maintain your target OR turnover time and case cadence for the first 6 months. Options: Low (1-2 sets), Medium (3-5 sets), High (6+ sets), Undecided
    • Who will own initial inventory acceptance on delivery and which internal form or receiving document do you require signed for sterile instrument kits?
    • Validate the acceptance criteria that will confirm initial kit completeness on site (example: instrument count matched to packing list, instrument functional check, sterile integrity evidence). Options: Packing list match, Functional instrument check, Sterile packaging intact, All of the above

    Supply Ongoing Consumable Replenishment Program

    • Which replenishment model do you prefer for consumables: vendor-managed inventory, hospital-managed reorder, or usage-based billing? Options: Vendor-managed inventory, Hospital-managed reorder, Usage-based billing, Hybrid
    • Do you require just-in-time deliveries to specific receiving docks or direct-to-OR deliveries for per-case consumables? Options: Just-in-time to receiving, Direct-to-OR deliveries, Scheduled bulk deliveries
    • How many unique consumable SKUs do you anticipate ordering per month for robotic procedures across all specialties? Options: <10 SKUs, 10-30 SKUs, 30-60 SKUs, 60+ SKUs
    • Identify any hospital contracting or GPO (group purchasing organization) constraints that affect consumable suppliers or preferred item numbers.
    • Specify desired reorder triggers for automatic replenishment (par levels, weekly forecast, or minimum days on hand). Options: Par level, Weekly forecast, Minimum days on hand, Manual reorder

    Provide Spare Parts and Instrument Repair Services

    • Which spare parts do you require on-site at install (critical motors, instrument actuators, replacement end-effectors) and what minimum count of each do you want stocked?
    • Do you prefer loaner instruments during repair turnaround or instrument repair on a billable per-repair basis? Options: Loaner instruments included, Billable per repair, Hybrid / case-by-case
    • How long is an acceptable mean time to repair (MTTR) for critical instrument failures to avoid case cancellations in your OR schedule? Options: <24 hours, 24-72 hours, 72+ hours
    • Who will be the hospital point of contact for incoming repaired instruments and do you require repair certification paperwork for reprocessing?
    • Indicate whether your sterile processing department (SPD) requires training on instrument care and disassembly procedures for repaired instruments. Options: Yes, No

    Provide Preventive Maintenance and Uptime Service Agreement

    • Which uptime target do you require for the platform (percentage of scheduled OR hours per month) and do you need guaranteed response tiers for P1/P2 incidents? Options: 99.5% monthly uptime, 99.0% monthly uptime, 98.0% monthly uptime, Custom
    • Do you require on-site preventive maintenance visits at fixed intervals (quarterly, biannual, annual) and which interval aligns with your biomedical calendar? Options: Quarterly, Biannual, Annual, Custom schedule
    • Validate the measurable SLAs that will define service acceptance (example: on-site P1 response within X hours, parts availability Y% within Z hours). Options: On-site P1 <4 hours, On-site P1 <8 hours, Parts available 95% within 48 hours, Custom
    • Who will be authorized to log service tickets and escalate incidents through your biomedical or OR leadership structure?
    • Specify preferred maintenance windows for remote patching or preventive checks to avoid disrupting scheduled surgery blocks. Options: Weekday evenings, Weekend mornings, Weekend evenings, Agreed maintenance windows

    Deliver Software Update and Technology Refresh Program

    • Which baseline software version or build must be installed at initial delivery and do you require on-site validation of software images before clinical use? Options: Latest stable release, Hospital-approved build, Vendor recommended baseline, Undecided
    • Do you prefer scheduled quarterly feature releases, annual major upgrades, or an as-available security patch cadence for the platform software? Options: Quarterly feature releases, Annual major upgrades, As-available patches, Hybrid
    • Who in your IT or clinical engineering team will approve software changes to the console image and which change control form do you use?
    • Identify any network segmentation or firewall rules required to allow the platform to reach update servers while complying with hospital security policies.
    • State whether you require technology refresh credits, scheduled hardware refresh cycles, or optional paid refresh events during the ownership term. Options: Scheduled refresh credits, Optional paid refresh, No refresh program

    Deliver Simulation-Based Surgeon Training

    • Which surgeon proficiency milestones must be completed on simulators before proctored live cases (basic console skills, advanced task modules, procedure simulations)? Options: Basic console skills, Advanced task modules, Procedure-specific simulation, All of the above
    • Do you require facility-based simulation sessions at your hospital or are remote/virtual simulation modules acceptable for initial training? Options: On-site facility simulations, Remote/virtual modules, Hybrid
    • How many simulation hours per surgeon do you plan to require before scheduling a proctored clinical case? Options: <4 hours, 4-8 hours, 8-16 hours, 16+ hours
    • Who will coordinate scheduling of simulation sessions with your OR staff and which calendar system do you prefer for bookings?
    • Select any additional simulation deliverables you require: validated skill reports, proctor feedback summaries, or credentialing signoff templates. Options: Validated skill reports, Proctor feedback summaries, Credentialing signoff templates, None

    Provide Proctored Live Clinical Cases

    • Which initial live-case proctoring model do you prefer: single-case proctorship, bundled proctored series, or proctor-as-needed triggered by simulator metrics? Options: Single-case proctorship, Bundled proctored series (3-5 cases), Proctor-as-needed
    • Do you require proctor credentialing and hospital medical staff privileging paperwork prior to the first proctored case? Options: Yes, credentialing required, No, credentialing waived, Undecided
    • How many proctored cases per surgeon do you expect will be necessary to reach independent operating privileges under your credentialing policy? Options: 1, 2-3, 4-6, 6+
    • Who will coordinate OR scheduling and patient selection for proctored cases and what typical lead time do you require for case approvals?
    • Describe any patient consent language or IRB/ethics approvals your facility requires for proctored proctor involvement in care.

    Deliver OR Team and Scrub Technician Training

    • Which OR roles require training before go-live (scrub techs, circulating RN, anesthesia technologists) and how many staff per role should be trained?
    • Do you require competency checklists for scrub technicians that include instrument handling, tray setup, and instrument exchange procedures? Options: Yes, No
    • How many hands-on training sessions for OR teams would you like scheduled during installation week to minimize disruption to elective cases? Options: 1 session, 2-3 sessions, 4+ sessions
    • Who will maintain internal training records and do you require exportable certificates for each trained staff member?
    • Indicate whether you want additional scrub tech cross-training for multi-specialty instrument exchanges or specialty-specific instrument handling. Options: Multi-specialty cross-training, Specialty-specific only, Both

  4. Mutual Commit

    Resolve commercial structure (purchase/lease/usage), service and uptime commitments, warranties, and mutual obligations.

    Agreement Modules

    • Purchase Agreement
    • Equipment Lease Agreement
    • Usage-Based Billing Agreement
    • Order Form / Order Confirmation
    • Master Services Agreement (MSA)
    • Statement of Work (SOW) — Installation & Training
    • Service Level Agreement (SLA)
    • Warranty Terms
    • Consumable Supply Agreement
    • Mutual Obligations Addendum
    • HIPAA Business Associate Addendum (BAA)

  5. Deployment

    Lock readiness facts and configuration values before execution begins.

    1. Pre-Deployment Readiness

      Capture site readiness facts — OR availability, power/network, sterility workflows, named owners, and scheduled install windows.

      Pre-Deployment Questions

      Environment and site access

      • Which operating room(s) will host the system at this site? (list OR name/number exactly as used on-site — so we book the correct rooms)
      • Is OR availability for the installation and validation work confirmed? Options: Yes — full install block(s) confirmed, Partial — limited blocks available (we'll need to phase work), No — OR scheduling still required
      • Has facilities confirmed required power capacity and circuit availability for the intended OR(s)? (yes/no state so we can schedule an electrical walk) Options: Yes — confirmed by facilities, No — needs site electrical assessment, Unknown — awaiting facilities response

      Network and integration access

      • Which hospital systems will the platform need to integrate with? (select all that apply) Options: EHR (clinical documentation), PACS/Imaging, OR integration systems / scheduling, Hospital network only (no system-level integration), None, Other
      • Is network connectivity for medical device installation in the designated OR(s) approved (firewall/VLAN exception, wired vs wireless policy)? Options: Yes — approved for wired connections, Yes — approved for wireless connections, Approval pending — changes required (firewall/VLAN), No — not approved yet
      • Who is the network/integration owner we should coordinate with (name, role, phone/email)? (so we can arrange port/VLAN changes and validate reachability)

      Sterility and operational workflows

      • Are the OR sterility workflows and instrument handling procedures documented for the rooms where the system will be used? Options: Yes — documented and available, Partially documented, No — not documented
      • Who will own sterile processing and instrument inventory for this system? Provide name and role of the SPD contact (so we align reprocessing requirements and inventory thresholds)

      People, timing, and constraints

      • Who is the buyer's deployment owner responsible for site approvals, access, and go/no-go decisions? (name, role, best contact)
      • Planned install window (start date and end date) or 'TBD' — include any recurring blackout dates or weekly blackout days that would prevent access (we use this to reserve engineering and service teams)

    2. Configuration Details

      Lock exact configuration values the deployment team will use — network settings, integration endpoints, user roles, and instrument inventory thresholds.

      Configuration Details

      Environments & endpoints

      • Enter the production system FQDN the platform will use (format: host.example.org). This exact hostname is the canonical value for certificates, DNS records, and UI links.
      • Select the deployment region for this production instance (Default: US-East). Options: US-East, US-West, EMEA, APAC, Other

      Integrations & endpoints

      • Choose the EMR integration type the platform will connect to. Options: FHIR R4, HL7 v2 (MLLP/TCP), REST API (custom), None
      • Enter the EMR integration endpoint identifier the platform will reference (format: URL like https://... or interface name like 'OR_SCHED_CONNECTOR'). Leave blank if 'None'.
      • Who will own/provide the EMR credentials (team or person name)? The secret itself will be exchanged via your secrets manager at deployment — do not paste secrets here.

      Authentication & user roles

      • Primary authentication method for user access (Default: SAML-based IdP). Options: SAML-based IdP, OIDC-based IdP, Local platform accounts, None
      • If using SAML or OIDC, enter your IdP metadata/metadata endpoint URL (format: https://...). Leave blank if not applicable.
      • Enter the exact username (or account name) that should be created/assigned as the platform 'Site Administrator'. This single account value will be granted full admin privileges.

      Inventory, limits & policies

      • Default instrument reorder threshold per instrument type (numeric). Default is 5 — enter the integer number that triggers automated reorder alerts.
      • Instrument expiry notification lead time in days (numeric). Default is 180 — enter the integer number of days before expiry to flag rotation/reorder.

    3. Installation & Training

      Execute system installation, OR integration, preventive maintenance setup, and surgeon/team training including simulation and proctored cases.

    4. Go-Live Validation

      Verify acceptance criteria: system performance, surgeon competency, service contacts, and operational readiness before declaring the system operational.

      Checklist items

      • Document electrical energization and LOTO clearance
      • Deliver completed System Acceptance Test (SAT) report
      • Obtain surgeon proctoring competency sign-off
      • Record first independent clinical case or supervised transition case
      • Confirm service escalation and contactability test
      • Verify preventive maintenance schedule and remote diagnostics
      • Validate consumable supply process and minimum inventory thresholds
      • Confirm network/integration endpoint tests passed
      • Complete OR workflow dry-run with full team
      • Document and test emergency shutdown and rollback procedures
      • Obtain formal written go-live acceptance sign-off from designated approver

  6. Success

    Monitor clinical and financial outcomes, run recurring success reviews, and maintain a channel for issues and enhancement requests.

    Success Reviews

    • Go-Live Health Check (Weeks 1-4)
    • First Outcomes Measurement (Weeks 4-10)
    • Acceptance Gate Review (Day ~90)
    • Quarterly Success Review (Operational)
    • Annual Clinical and Financial Outcomes Review

    Issues & Enhancements

    • Update the issue and enhancement registry with agreed priorities and target completion dates.
    • Incumbent system wind-down is confirmed or a documented retention strategy is recorded to prevent dual-running.
    • Publish the acceptance record including pass/fail per criterion and the buyer's named signatory or remediation commitments.
    • For failed criteria, log remediation tasks with dates and evidence requirements for re-evaluation.
    • Execute the incumbent decommission or retention plan and confirm completion in the issue tracker.
    • Clinical outcomes and volume trends
    • Confirm procedural volume trajectory by specialty is aligned to forecasts in Solution Scope or document adjustments.
    • Validate instrument cost per case trends and identify opportunities to manage consumable spend.
    • Ensure open operational issues are on a burn-down plan and enhancement requests are recorded with timelines.
    • Re-confirm scope and ownership
    • Produce a short quarterly outcomes brief comparing clinical and financial metrics to Solution Scope targets.
    • Schedule targeted training or process changes where surgeon proficiency or OR flow is constraining outcomes.
    • Executive summary of annual outcomes
    • Confirm whether annual targets recorded in Solution Scope for cost per case and readmission rate were met.
    • Agree top 3 improvement initiatives for the coming year with timelines.
    • Ensure training and reliability plans are in place to sustain clinical performance.
    • Publish the annual outcomes report including variance explanations and recommended improvement initiatives.
    • Create an improvement roadmap with milestones and evidence requirements for each initiative.
    • Confirm cadence and owners for quarterly follow-ups to monitor implementation of agreed initiatives.
    • All deployment checklist items are validated or have remediation plans with due dates.
    • Early adoption signals (initial case counts, proctored-case progress) are recorded and understood.
    • Open issues logged with remediation tasks and target resolution dates.
    • Publish the deployment validation report including unresolved items and target dates.
    • Log immediate remediation tasks in the issue tracker with clear resolution dates.
    • Configure and validate KPI data feeds to the agreed extract schedule for the next measurement meeting.
    • Present first outcomes dataset
    • Confirm the accuracy of the first measurement data and its alignment to Solution Scope definitions.
    • Document root causes for each metric gap and agree specific remediation actions.
    • Establish a clear timeline and evidence plan to the Acceptance Gate meeting.
    • Publish validated metric workbook with source queries and calculation notes.
    • Schedule and track corrective actions required to meet Solution Scope targets, with completion dates.
    • Confirm the buyer's named signatory who will participate in the Acceptance Gate decision.
    • Each acceptance criterion recorded in Solution Scope is evaluated and has a documented pass or fail.
    • Restate acceptance criteria from Solution Scope
    • Buyer's formal acceptance decision is captured with named signatory or a documented remediation commitment.
    • Deployment and integration validation
    • Financial reconciliation and variance analysis
    • Present outcome data vs each criterion
    • Validate data integrity
    • Financial outcomes and consumable spend
    • Formal pass/fail decision and documentation
    • Operational reliability and service performance
    • Root-cause analysis for gaps
    • Early adoption signals and usage patterns
    • Clinical competency and training currency
    • Incumbent system decommissioning check
    • Priority improvement actions for next year
    • Open issues and enhancement requests
    • Agree corrective actions and timeline
    • Open issues and immediate remediation
    • Confirm acceptance gate readiness
    • Confirm data feeds for upcoming measurements
    • Remediation plan for failed criteria
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