The key to creating positive , enduring relationships with SPD customers is to build bridges through education and ongoing , two-way communication .”
Additional factors that can add time to these processes are dependent on mechanical mechanisms . For example , the IFU provided with a certain brand of flexible gastrointestinal ( GI ) endoscope requires multiple specific steps ( i . e ., once the procedure is completed , the first step in the cleaning process is to wipe the outer portion of the endoscope and suction pre-cleaner through the channels . This starts a one-hour timer . If the endoscope is not submerged and cleaning begins , that endoscope will be required to soak for between one and 10 hours before the cleaning process can begin ).
SP leaders should invite their customers to tour the SPD and spend quality time in each area to see firsthand all the steps required to process an instrument ( from the moment an item arrives in decontamination to the time it is ready for pickup or delivery to the user area ). Each SPD area must tackle specific sequential tasks before the next step can begin . Educating customers about each of these steps and their critical importance , as well as the type of equipment and resources needed to accomplish each step safely and effectively , is a valuable approach . It is also beneficial for SP leaders to introduce the customer to the technicians responsible for processing their items . Doing so helps put a face to a name and strengthens professional relationships and accountability .
The key to creating positive , enduring relationships with SPD customers is to build bridges through education and ongoing , two-way communication . SP professionals and their customers will gain a better understanding of and appreciation for one another ’ s needs and will help keep expectations in check and aligned with safety and quality goals . Having customers that better understand what goes into reprocessing will also help SPDs and their customers determine resource shortcomings , which can help prioritize future needs ( such as additional equipment and instrumentation ) to ensure items can be processed safer and more effectively and efficiently .
David Taylor III , MSN , RN , CNOR , has served as a contributing columnist for HSPA since 2019 . He is the principal of Resolute Advisory Group LLC , a healthcare consulting firm in San Antonio , Texas . Questions or comments about this article can be directed to
david @ resoluteadvisorygroup . com or Julie Williamson , HSPA ’ s Editor and Director of Communications (
jwilliamson @ myhspa . org ).
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