Addressing the workforce crisis: How the da Vinci 5 surgical system supports OR efficiency

Across Europe, hospitals are confronting a critical workforce crisis. The World Health Organization warns the shortage of healthcare workers is no longer a looming threat but “here and now,” as demand for surgical care continues to grow. Executives face a dual challenge: delivering more procedures with fewer resources while sustaining the training pipeline for the next generation of surgeons.

Professor Jim Khan, consultant colorectal surgeon at Queen Alexandra Hospital in Portsmouth, has been leading efforts to rethink operating theatre staffing. His work has shown how robotic-assisted surgery can ease staffing pressures without compromising quality. Using da Vinci, Professor Khan and his team have piloted models that streamline workflow, free staff for redeployment, and expand opportunities for surgical training.

The Staffing Challenge

Traditional laparoscopic surgery typically requires at least five supporting staff members (not including the surgeon). This heavy reliance on scrub nurses, circulating nurses, and surgical registrars is difficult to sustain in the face of shortages. Variability in staff availability and experience can disrupt theatre flow, delay cases, reduce throughput, and can sometimes result in cancellations.

As Professor Khan notes, this environment forces professionals into repetitive or supportive roles, such as camera holding, instead of focusing on higher-value activities. For hospitals, it represents both a productivity gap and a lost training opportunity to develop future surgeons.

Robotic-Assisted Efficiency Gains Already Seen

Robotic-assisted surgery provides a different model. At Portsmouth Hospitals University NHS trust, Professor Khan’s team found that da Vinci cases required up to two fewer staff members per shift compared to laparoscopic approaches, while maintaining surgical quality and safety.

Their analysis revealed that these staffing efficiencies amounted (or resulted) to 24 staff shifts being repurposed every month, specifically, 12 surgical trainee shifts and 12 circulating nurse shifts. These resources could then be reassigned to other operating rooms or areas in need of patient care. For hospitals facing high demand, this leads to tangible improvements in patient flow and increased operational capacity.

Equally important are the training benefits. Rather than filling supportive roles, trainees can participate at a second console, spending their time developing surgical skills. This ensures operational efficiency is paired with investment in the workforce of the future.

As Professor Khan explains: “The da Vinci surgical system streamlines workflow and provides greater surgeon autonomy. The team’s time can be repurposed to help other operating teams whilst the surgeon is mid-operation, helping to improve flow throughout our hospitals and ultimately treat more patients.”

Looking Ahead with da Vinci 5

Building on these gains, da Vinci 5 adds features designed to further reduce variability and staffing dependence. The head-in user interface gives surgeons direct control of insufflation and energy without leaving the console. This minimizes interruptions, keeps surgeons in “flow,” and reduces reliance on care teams for adjustments.

For hospitals, these enhancements could extend the efficiencies already demonstrated at Queen Alexandra, unlocking greater flexibility in how staff are allocated and allowing executives to scale access to minimally invasive care even under staffing constraints.

Da Vinci 5 also strengthens the training environment: with fewer workflow disruptions and more autonomy at the console, senior surgeons can dedicate more time to mentoring, helping to sustain the pipeline of future surgeons.

Dual console operating with da Vinci 5 is like learning driving on a dual control learner car. The learner is fully supported and there is less room for errors and mistakes. Professor Khan’s team has published data demonstrating safety and long-term oncological results on rectal cancer modular training using this approach.¹

The surgical autonomy on controlling pressure and energy settings is invaluable for achieving marginal gains in operational efficiencies. Early US experience with the da Vinci 5 system has demonstrated that forced feedback² availability in robotic surgery allows learners to experience haptic feedback and minimizes the risk of tissue damage and injures while in the learning curve phase. These operational efficiencies may lead to reduction in procedural times which is a real advantage of the da Vinci 5 system, as when performing complex cases in an all-day operating list, it may allow adding an extra case at the end or avoid much expensive theatre overruns.

Broader Implications for Hospitals

The lessons from Queen Alexandra in the UK underscore the da Vinci robotic platforms are more than surgical systems; they are strategic enablers of workforce resilience and operational efficiency.

Hospitals are increasingly challenged to maintain throughput, safeguard quality, and invest in training amid complex staffing realities. Technologies such as da Vinci 5 can support these priorities by offering new ways to streamline workflows and enhance surgical education within existing teams.

For hospital leaders, adoption is not simply a technology decision. It is part of a broader strategy to strengthen surgical programs and support the workforce over time.