sterile processing
sterile processing
By Tony Thurmond , CRCST , CHL , CIS , FCS
Measuring SPD Productivity is a Vital Task
In most basic terms , productivity is the quality or state of being productive , with the effectiveness of productive effort being measured by the rate of output per unit of input . Using that definition , SP productivity will measure the number of products produced , while also taking into consideration all tasks associated with their production .”
In many businesses , including healthcare , productivity is often tied to profit or loss . Focusing on output instead of the demand for products and services poses a challenge , however , because an individual or team can be considered productive , even when they struggle to meet customer demands and needs . In the sterile processing department ( SPD ), for example , a technician could feel satisfied by their efforts and output but still fail to keep up due heavy procedural volume as well as limited instrumentation and other resources .
Sterile processing ( SP ) professionals understand the pain of doing their best each shift and still failing to meet daily demands . Equally challenging is that some SP leaders are unaware of how to measure productivity effectively in their departments , especially when there are opposing views about what productivity means . In most basic terms , productivity is the quality or state of being productive , with the effectiveness of productive effort being measured by the rate of output per unit of input . Using that definition , SP productivity will measure the number of products produced , while also taking into consideration all tasks associated with their production .
When assessing SP productivity , surgical volume and each associated task should be measured .
Many organizations measure SPD productivity solely on surgical case volume — an outdated approach that typically leads to inaccurate findings . Instead , a base rate must be factored for each patient and procedure . For example , a minor procedure requiring only two instrument trays will require less productivity than is required to process devices for an open-heart procedure or a total hip revision .
From there , individual tasks should be defined , and a time study should be performed , with the degree of difficulty and the possibility of interruptions factored into the measurement . When timing the decontamination process for robotic instruments , for example , it would be necessary to consider the length of time required to clean and disinfect the device and any attachments according to the instructions for use ( IFU ). Routine tasks , such as answering phone calls , emptying the cart washer , or delivering an item to the procedural area , also must be factored in , using a time study to determine averages . Certain time requirements will differ , but it is important to capture the true number of minutes spent on various tasks .
Each departmental task should be included to capture the team ’ s daily efforts . It is helpful to even include breaks and lunches as well as the time spent restocking workstations , answering phone calls , changing detergents , filling supplies , emptying washers , and so on , with each task being measured and recorded . Further , time studies should be performed to determine the length of time needed to process trays from decontamination and preparation to their delivery at the point of use . Tracking productivity metrics also requires consistent input and compliance from all SP staff members . SP leaders should provide data and supportive graphics to all employees to demonstrate actual metrics , improvements , and opportunities for change .
Whenever healthcare organizations aim to control operations costs , it is common for non – revenue-generating departments , such as the SPD , be experience budgetary reductions . SP leaders are often asked to justify their staffing , even when replacing a budgeted position . Additionally , some organizations hire consultants to evaluable labor costs . SP leaders should be prepared to show which tasks their employees perform daily , and the average time and human resource needed to complete each task . Being able to show productivity for each area , from decontamination through distribution and storage will be beneficial for ensuring the SPD doesn ’ t lose valuable staff members .
Author ’ s note : Even after demonstrating our productivity to a consultant , they focused on the number of employees staffed in each area of our department . Without considering any of the key metrics we documented and shared , they questioned why we had two or three people working in decontamination . I explained that several items being decontaminated require timed cleaning processes that required far more than just spraying water and running them through the washer . I also explained that each instrument is washed manually and inspected , and the tray must be organized so the washer ’ s manifold arms can effectively clean what may have been missed during manual cleaning — all steps that require extra time and due diligence . Sharing the IFU was especially effective because it helped justify our resource requirements . The consultants seemed impressed by how we explained our processes and provided specific metrics to support our needs .
In conclusion , developing resource metrics and documenting time studies for each task is a detailed yet valuable undertaking for capturing accurate productivity . SP professionals should be proud of the many critical roles they perform each day , and their leaders should be prepared to consistently document and report productivity findings to justify staffing and other resource needs .
Tony Thurmond , CRCST , CHL , CIS , FCS , is a past-president of the Healthcare Sterile Processing Association ( HSPA ), as well as a Fellow and columnist for the organization . He serves as sterile processing manager for Dayton Children ’ s Hospital .
jan-feb 2025 • www . healthcarehygienemagazine . com •
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