Level 1 is basic training , Level 2 is general instruments , etc ., and so on until the highest level of “ service specialist ” is reached .
• Establish a continuous quality improvement program .
• Document training , discuss expectations , and hold technicians accountable .
● Evaluate the needs of the department . What elements need to be in place — equipment , staffing , and processes — to ensure success ? o To achieve a high quality of work , technicians must have the necessary tools for the jobs that they are performing .
• Decontamination area – ensure to have all brush sizes available based on the IFU of the medical devices . Pressurized water nozzles , personal protective equipment , cleaning materials , disinfectants , bins , sufficient washer racks , residual soil testers , etc . are also necessary components to ensure cleaning is achieved .
• Prep / Pk – scissors testing materials , residual soil testers , indicators , filters , tamper proof locks , indicator cards , replacement instrumentation , container systems , etc .
• Equipment – if equipment has exceeded its life expectancy and is constantly breaking , keep track of the down hours and their impact on the SPD operation . Work with manufacturers to obtain budgetary price quotes and begin to build your capital budget requests . If a piece of equipment is causing major delays to the OR because of breakdowns , you may be able to obtain emergency allocation for replacement .
• Staffing – review the number of full-time equivalent ( FTE ) employees and the times they are scheduled to work versus when the workload arrives in the department . Many SPDs have the bulk of the technicians working during the day shift , even though the heaviest workload of instruments arrives in the department during the evening shift . This lack of balance in staffing causes a backlog of instruments being left behind for the next day . Technicians ’ shifts may need to be adjusted or flexed to complete the instrument workload for the next day .
• Walk around the department and make a wish list of all the things your department needs to succeed . Then categorize them in order of priority ( A , B , C ), with A being an immediate need .
● Submit your needs to your administrator in a business model format . It is important to submit a comprehensive request since there are many other needs in the organization and the SPD might be competing for resources . o Your request for capital equipment should include information that justifies the need for replacement . For instance , when replacing a washer decontaminator , include the following :
• The date the current equipment was installed ; manufacturers ’ life expectancy ; the number of hours down in the last few months ; and cost for repairs . Also , include if the replacement parts are no longer available and any additional information that the selected manufacturer can provide to support the replacement . Additionally , do not forget to outline how the new equipment will improve service , increase
capacity , throughput , and productivity .
● Triumph – celebrate small accomplishments . o Design a board for posting quality outcomes , updates on equipment replacement , and positive feedback from the OR . Hold the daily huddle by the board and reference achievements . Ensure that everyone on the team understands the matrix and how it compares to when the quality program was established . o Build staff confidence by praising their good performance and assigning small projects to boost their level of responsibility . For example , task the staff with replacing the instrument wall or cabinet or standardizing the workstations with the same assembly components . o Share SPD statistics at the OR and Infection Control committee meetings . The impact of showing a color graph with the volume of trays , loaners , and peel pouches processed is significantly powerful . Include quality audit data such as reported bioburden on instruments , and other deficiencies found by the OR . Use the first report as a baseline of where the department is and as a starting point to achieve the goal of an error-free surgical instrument tray .
Working in sterile processing requires incredibly special people . They must be able to perform a job to perfection in a very fast-paced environment . As the team leader , the SPD manager should exhibit unwavering loyalty during difficult times and an ability to think outside of the box . To be able to R . E . S . T . easy and create a successful SPD , the manager must be able to turn adversities into opportunities .
To quote Vince Lombardi , “ Leaders are made , they are not born . They are made by hard effort , which is the price which all of us must pay to achieve any goal that is worthwhile .”
Mary Olivera , MHA , CRCST , CHL , FCS , has actively participated in the monitoring , surveying and training interdepartmental staff in the proper cleaning , decontamination and sterilization practices and has been highly committed to the standardization of interdepartmental processes . Currently , she is the president and CEO for OSPECS Consulting , LLC . a company dedicated to facilitating process re-engineering in healthcare organizations .
www . healthcarehygienemagazine . com • july 2021
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