3D printing in medicine · 2026
A step-by-step guide for implementation of virtual surgical applications and patient data centralization: practical experience and lessons learned.
СтатьяОбзорНазвание и аннотация: Перевод в очереди
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Coopman Renaat, Devolder Pieter, Bogaert Constantijn, Lievens Mauranne, Ureel Matthias, Denoiseux Benjamin, Colpaert Kirsten, Commeyne Sabrina, Decruyenaere Johan, De Backer Pieter, Goffin Tom, Polet Christiaan, Rashidian Niki, Van Driessche Katya, Van Laecke Erik, Van Paepegem Wim, Van Praet Charles, Van Biesen Wim, Villeirs Geert, De Paepe Peter, Hoebeke Piet, Vermassen Frank
Аннотация
BACKGROUND: The expansion of digitalization in the pre-, intra- and post-operative surgical phases allow the development and integration of advanced technologies such as virtual surgical planning (VSP), additive manufacturing (AM), augmented reality (AR) and virtual reality (VR) in surgical workflows, all aiming to improve the surgical precision and efficiency. However, their implementation in clinical practice leads to novel organizational challenges, such as excessive costs, inefficiencies in the use of hard- and software and availability, and the coordination of the required highly specific expertise and skill of different employees with backgrounds in different domains.
AIM: We aim to provide a practical step-by-step overview of how a centralized platform within academic hospitals can solve practical and organizational problems concerning surgical digitalization.
METHODS: A bottom-up approach was used to ensure engagement from all stakeholders within the hospital. Hereto, a small core group identified all potential stakeholders deemed essential for a successful implementation of a centralized platform. These stakeholders were then initially approached separately by the core group and then brought together in multiple focus groups to discuss action points, identify essential components and find solutions for emerging barriers.
RESULTS: The implementation focused on 5 essential points: (1) medical imaging & segmentation process; (2) centralized Central Processing Unit (CPU) and Graphical Processing Unit (GPU) capacity with guaranteed continued collaboration with Department of Information and Communication Technologies (ICT); (3) medical device and in-house AM dealing with the production and sterilization of three dimensional (3D)-printed models; (4) Implementation of CPSD within the operating room; (5) External connection and collaboration with industry and other academic centres aimed to support interventional medical digitalization and the implementation of other innovative medical technologies. The protocol focuses on key aspects, including identifying existing innovations, naming prevailing challenges and formulating effective solutions.
CONCLUSION: Centralizing digitalization in the hospital streamlines workflows, enabling faster processing and improved multidisciplinary collaboration. Success depends on coordinated input from medical, technical, and legal experts. The resulting platform fosters ongoing innovation while staying compliant and adaptable.
CLINICAL TRAIL NUMBER: Not applicable.
AIM: We aim to provide a practical step-by-step overview of how a centralized platform within academic hospitals can solve practical and organizational problems concerning surgical digitalization.
METHODS: A bottom-up approach was used to ensure engagement from all stakeholders within the hospital. Hereto, a small core group identified all potential stakeholders deemed essential for a successful implementation of a centralized platform. These stakeholders were then initially approached separately by the core group and then brought together in multiple focus groups to discuss action points, identify essential components and find solutions for emerging barriers.
RESULTS: The implementation focused on 5 essential points: (1) medical imaging & segmentation process; (2) centralized Central Processing Unit (CPU) and Graphical Processing Unit (GPU) capacity with guaranteed continued collaboration with Department of Information and Communication Technologies (ICT); (3) medical device and in-house AM dealing with the production and sterilization of three dimensional (3D)-printed models; (4) Implementation of CPSD within the operating room; (5) External connection and collaboration with industry and other academic centres aimed to support interventional medical digitalization and the implementation of other innovative medical technologies. The protocol focuses on key aspects, including identifying existing innovations, naming prevailing challenges and formulating effective solutions.
CONCLUSION: Centralizing digitalization in the hospital streamlines workflows, enabling faster processing and improved multidisciplinary collaboration. Success depends on coordinated input from medical, technical, and legal experts. The resulting platform fosters ongoing innovation while staying compliant and adaptable.
CLINICAL TRAIL NUMBER: Not applicable.