sterile processing
sterile processing
By Tony Thurmond , CRCST , CHL , CIS , FCS
Measuring SPD Productivity Vital to Safety , Quality
Many sterile processing ( SP ) professionals understand the frustration of giving their best effort every shift while still failing to meet daily demands . Adding to that struggle is that some SP leaders struggle with how to measure productivity effectively , especially when there are opposing views about what productivity means . Often , productivity is tied to profit or loss — with the focus on output instead of actual demand for products and services . This is challenging because an employee or team can be productive , even if they struggle to meet customer demands and requirements . Put simply , a technician might feel satisfied by their efforts and output but still fail to keep up due heavy procedural volume and limited instrumentation and other resources .
Certainly , productivity varies across departments and disciplines , but understanding the basic definition will serve as an essential first step in establishing a plan to measure it . Merriam-Webster defines productivity as the quality or state of being productive and the effectiveness of productive effort , especially in industry , as measured in terms of the rate of output per unit of input . Using that definition , SP productivity would calculate the number of products produced as well as 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Many organizations measure SPD productivity solely on surgical case volume — an outdated method that leads to inaccurate calculations . A base rate must be factored for each patient and procedure . A minor procedure requiring only two instrument trays , for example , will require less productivity than is required to process devices for a total hip revision .
Individual tasks should be defined , and a time study should be performed and the degree of difficulty and possibility for interruptions should also be factored into the measurement . When timing the decontamination process for robotic instruments , it would be necessary to consider the length of time required to correctly clean and disinfect the device and any attachments according to the
Productivity varies across departments and disciplines , but understanding the basic definition will serve as an essential first step in establishing a plan to measure it .”
instructions for use ( IFU ). Routine tasks , such as answering phone calls , emptying the cart washer , or delivering an item to the procedural area , must also be calculated using a time study to determine averages . It is important to capture true minutes spent on various tasks . For example , delivering items to one user area may take longer than another due to the physical distance from the SPD .
Every task should be included that captures the team ’ s daily efforts . Author ’ s note : In my facility , we list our breaks and lunches and time spent restocking workstations , answering the door or phone , changing detergents , filling supplies , emptying washers , and the list goes on . Each task is measured and documented . Time studies should also be conducted to assess 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 , and SP leaders should provide data to demonstrate metrics , improvements , and opportunities for change . Instrument tracking systems can be invaluable for automatically capturing productivity metrics . Employees should be trained to input tasks as they are performed , and this productivity data will be essential for leaders to share with facility executives . SP leaders are often asked to justify their staffing , even when replacing a budgeted position . Some organizations collaborate with consultants to further reduce labor costs — the primary expense for healthcare organizations today . Recently , when such a consultant visited our SPD , I asked which metrics they needed . I showed the tasks we perform daily , along with the average time and employees needed to complete each task properly . I was prepared to show productivity for each area , from decontamination through sterilization , distribution and storage . Even after showing our productivity , the consultant focused on the number of employees staffed in each area of the department . Without considering any of the key metrics we documented and shared , the consultant then questions why we needed two to three people working in decontamination . I explained that several items being decontaminated require timed cleaning processes that involved far more than simply spraying water and running the devices through the washer . I also stressed that each instrument is washed manually and inspected , and that 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 added time and employee focus . Finally , we shared the IFU , which further justified our resource requirements . The consultant acknowledged their lack of understanding of how time and resource needs are best calculated and seems impressed by the level of detail and metrics we provided to support our requested needs .
Capturing true productivity offers significant benefits for all SPDs . SP leaders should work with their teams to assess productivity and resource requirements that will help ensure the departments have what they need to meet customer demands safely , consistently and in accordance with IFU , and the latest standards , guidelines , and best practices .
Tony Thurmond is the central service manager at Dayton Children ’ s Hospital in Dayton , Ohio . He is also a columnist for the Healthcare Sterile Processing Association ( HSPA ), past-president and board of director member who currently serves on HSPA ’ s Editorial and Fellowship Committees .
28 • www . healthcarehygienemagazine . com • january 2024