sterile processing
By Tony Thurmond , CRCST , CIS , CHL , FCS
SPD Transparency Delivers Facility-Wide Benefits
Every sterile processing ( SP ) professional understands that cleaning instruments properly requires meticulous adherence to instructions for use and industry standards and diligent inspection to ensure any hidden bioburden is detected and addressed . Doing so also helps ensure that devices function well , consistently and as intended .
If SP technicians could hold up each instrument and see through it as if it were glass , that transparency would allow bioburden to be easily seen , which would facilitate proper cleaning . Fewer errors would be made , technicians ’ jobs would be significantly less challenging , and patient safety and infection prevention would be improved . Certainly , clear instruments aren ’ t available ; however , if SP professionals were to strive for greater transparency in their roles and within the workplace , positive developments would
Being able to clearly see what is expected of
SP technicians and their teammates is a crucial factor in the department ’ s success , as is communicating more transparently with SPD customers and instrument end users .” surely result . Being able to clearly see what is expected of SP technicians and their teammates is a crucial factor in the department ’ s success , as is communicating more transparently with SPD customers and instrument end users .
Workplace transparency can be loosely defined as functioning in a way that creates openness and honesty between managers , employees and other departments . Promoting and practicing transparency in the workplace pays big dividends but it takes planning and commitment . Transparency enhances trust , improves communication and employee participation and helps instill a desire to go the extra mile . This it is not a simple switch that gets flipped on but a day-by-day process that is nurtured by all sides in a quest for improved , bi-directional communication , planning and outcomes . How a manager defines and pursues transparency in the workplace may differ , but the underlying goal remains the same : to unite teams to openly discuss concerns , issues or ideas .
Determine the details to share . Managers know which types of information can and should be shared with all employees . Examples include short- and long-term goals and expectations for the department ; daily needs to meet schedules / customer demands ; quality improvement initiatives ; policy and procedure updates ; standards changes ; new equipment and training needs ; and so on . Conversely , some information may only need to be shared with mid-level management to help prepare them for an upcoming change or a plan of action that has not been finalized . Such instances do not erode departmental transparency ; it ’ s simply
unnecessary or unhelpful to bog all employees down with details and information that doesn ’ t directly affect them . Each manager should determine the level of transparency / communication for each circumstance and then filter information to employees when more details can or should be shared . If questions arise and managers lack complete details or are otherwise unable to share more at that time , it is best to be honest and explain that more details will be given later . Similarly , when an SP leader or technician fields a question from a customer that cannot be immediately answered , it is best to admit that more research is needed before an appropriate answer can be given .
Promote team integrity . Integrity it can be loosely defined as doing the right thing at all times , even when no one else witnesses it . Leaders and employees from other departments are expected to demonstrate integrity and they expect the same of those in the SPD . Admitting a shortcoming or taking responsibility for an error is more admirable than denying personal involvement and it ’ s an action that will be far more respected by the SPD ’ s colleagues and customers . When SP technicians and leaders consistently act with integrity and professionalism , fewer issues occur , problems and risks are mitigated , and teams can work collaboratively toward an effective resolution . It is also important that technicians not only demonstrate integrity with their own actions but encourage and promote it in their teammates . If they see someone taking a shortcut , for example , they should be politely reminded of the proper way .
Educate about the SPD . Those in the SPD should share their story and educate others about their many roles , responsibilities , successes and challenges — and how the way instruments are handled during and after use can affect reprocessing outcomes . If user departments fail to perform point-of-use treatment on instruments or transport devices improperly , for example , or they routinely schedule back-to-back procedures even though the facility lacks adequate instrumentation inventories , staffing and processing equipment to keep up with the demands safely , negative outcomes can result .
Cultivating a culture of transparency is vital in the healthcare environment where patient lives are stake , and it ’ s certainly essential in the SPD . Trust and respect are gained when information is shared openly and honestly , and when all employees take ownership for their mistakes and shortcomings . Further , positive outcomes and improved processes result when interdepartmental teammates understand others ’ roles and challenges and work together on improvements .
Tony Thurmond , CRCST , CIS , CHL , FCS , serves as central service manager for Dayton Children ’ s Hospital . He is a columnist for the Healthcare Sterile Processing Association ( HSPA ) and past-president , and currently serves as a director on the HSPA board . He received his HSPA fellowship in 2021 .