The introduction of robotic-assisted surgery using the Da Vinci Surgical System has significantly enhanced precision, reduced recovery times, and transformed outcomes in modern surgical practice. However, initiating such a program in a hospital without prior robotic experience presents numerous logistical and clinical challenges. These include staff training, system integration, workflow optimization, and technical troubleshooting. This study reports on a two-year experience from a hospital in Dubai that successfully launched its first robotic surgery program, beginning with a single surgeon trained abroad and a support team with no previous exposure to robotic surgery.

Over the course of 70 robotic cases, the program demonstrated progressive improvements in operative efficiency, reduction in technical errors, and shorter operating times. Central to this success was the continuous, hands-on involvement of Da Vinci medical representatives. Their role went beyond equipment installation—they actively contributed to simulation-based training, intraoperative guidance, technical troubleshooting, and overall workflow refinement.

The study tracked key metrics over the 24-month period, including operative time, types and frequency of technical errors, and team learning curve milestones. During the first 20 cases, average operative times ranged from 3.5 to 4 hours, with frequent docking issues and robotic arm misalignments. These problems were swiftly addressed with the help of Da Vinci representatives through real-time recalibrations and procedural corrections. As the team grew more familiar with the robotic system, operative times dropped to 2.5–3 hours in the next 20 cases, and error rates related to docking and system navigation decreased by nearly 50%.

By the final third of the study period (cases 41–70), two additional surgeons had been trained and achieved independence in performing robotic procedures. Operative times further decreased to 2–2.5 hours, and the need for direct intervention from medical representatives declined substantially. Error rates by the end of the study were reduced by 65%, reflecting a marked improvement in team coordination and system proficiency.

Additionally, operational efficiency in the operating room (OR) improved significantly. Pre-operative setup time dropped from 35 minutes to 15 minutes, and instrument docking time improved by 40% due to standardized workflows developed with the assistance of Da Vinci representatives. OR turnover times decreased, allowing for increased surgical volume and better resource utilization.

The most notable outcome of this experience was the successful expansion of the program. From a single trained surgeon, the hospital evolved into a multi-surgeon, self-sustaining robotic surgery team with reduced reliance on external support. This transformation would not have been possible without the structured guidance and expertise of the Da Vinci medical representatives, who served as both technical advisors and workflow mentors.

In conclusion, the findings highlight that the involvement of Da Vinci medical representatives is not merely supportive but essential to the early and sustained success of a robotic surgery program. Their contribution bridges the gap between advanced surgical technology and practical OR execution, ultimately enabling better surgical outcomes, enhanced efficiency, and confident team development.

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