sterile processing
By Nicholas Schmitz , PMP , LSSBB
Measure 2020 ’ s Triumphs and Pitfalls , Chart Course for Progress in 2021
At the end of each year , I always recommend using it as a time to closely reflect on what transpired in the department over those 12 months ( doing so may even be a requirement from your healthcare facility , particularly the need to review organizational metrics , which makes a more comprehensive assessment doubly important ). This type of review is valuable because it not only shows us where we and our processes / practices might have fallen short , but also reminds us of what worked well that could be carried into the new year .
The following key questions can help make the most of this year-end review and , ideally , help guide the process in a more organized and thought-provoking way . You ’ ll also find some best practices that can help you avoid pitfalls in this assessment journey .
What went well ? Review your last 12 months and think about all of the things that went well . It is natural and all too easy to focus on the negatives , especially in a year like 2020 when the hits just seemed to keep coming . But if we really take the time to examine what transpired , we ’ ll see some strong positives rise to the surface . Beginning with some positive reinforcement will also make addressing some of the negatives a bit easier .
Who needs to be acknowledged for jobs well done ? Sometimes , we get so bogged down in the processes and outcomes that we forget to thank those around us who helped drive success . Think about the things that went well and the people or played a part in that , and then be sure to let them know they ’ re appreciated . At the same time , think about things that may have initially gone wrong but were set on the right path by bright ideas and well-delivered contributions of members of the team .
What didn ’ t go very well ? Identifying the year ’ s pain points can be less than fun , but examining failures is time well spent ( and choosing to skip over this step can lead to stagnation and further failures , which can impact service quality and efficiency and , more importantly , patient care ). It ’ s important to realize that humans tend to learn more from failure and difficulty than they do from success and ease . The best way to approach this step / question is by tackling it as objectively as possible . It ’ s not even necessary to assign a cause or blame to that year ’ s failures ; merely acknowledging something didn ’ t work well can be a powerful enough first step to help lead to correction .
With the book closing on 2020 , we can set our sights on the new year ( which many of us will gladly welcome ). Having a list of what worked ( and is continuing to work ) well is an excellent place to start when considering departmental goals for the new year . While there will always be core tenants to the job , such as sterility and function , other areas of focus may come and go , as needed . The goal setting process used at General Electric ( GE ) – called SMART – is one that can be applied to healthcare as well .
SMART stands for : Specific , Measurable , Achievable , Realistic , and Timeline . Breaking sterile processing-related goals into these SMART components can be the difference between hoping something happens and finding a way to make it happen . Still , simply focusing on these goals may be insufficient because it is possible to follow the process without focusing on critical areas of success . Because of this , GE added stretch goals to identify areas that are both challenging and important . The key to a stretch goal is for it to be difficult but not so far out of reach that it crushes morale . Here are some common pitfalls to be aware of and try to avoid :
Be careful what you measure . Choosing metrics to associate with objectives for the year requires thoughtful consideration . ADon ’ t measure the wrong things . Dysfunctional measurement is often caused by organizations doing the wrong things for the right reasons . Consider this example : In order to reduce customer ’ s wait time , an insurance company known for its customer focus invested in a device to measure average customer wait time for each call center team . They mounted a digital scoreboard above the office cubicles for all to see , which caused employees to get their customers off the phone quickly , even if their issues had not been completely resolved , just so that the customers in the queue wouldn ’ t have to wait . It even compromised customer service behaviors such as empathy for a customer who had recently experienced a death in the family . Fortunately , when the CEO realized the problem , the “ wait time ” measure was immediately replaced with one that measured the percentage of customers who completed their business on the first call , with no need for follow-up .
Before finalizing goals and metrics , discuss them thoroughly . The process of goal setting has a powerful effect on motivation ; therefore , I encourage all leadership to involve their team , peers , and customers in the process . Consider this example of measurement gone wrong :
An automobile industry executive explained that to receive his quarterly bonuses “ all that mattered was meeting production quotas and getting the cars out of the factory .” What happened after that was somebody else ’ s problem ( certainly not a good way to work ). Imagine the harmful results if a similar approach was implemented between sterile processing and the operating room ( OR ). Ask your team which objectives and metrics could be set that would support OR goals and vice versa . How do those objectives align with the overall organizational goals ? Do these align with the vision and values of the organization ?
At the end of each year , ake an honest look how the team , department and organization performed and then use those assessments to help guide future goals and strategies for the months and year ahead . Continuing to examine and question the processes and metrics of the department will help ensure past failures don ’ t continue and necessary changes are set in motion .
Nicholas Schmitz , PMP , LSSBB , is president of Schmitz Consulting LLC and has served as an IAHCSMM contributing columnist since 2015 . He holds two master ’ s degrees in organization development and change management , and is a certified project management professional and Lean Six Sigma black belt .