a . Challenge yourself and the team to have a vision of “ 100 percent accuracy — no errors .” b . Provide positive reinforcement . c . Analyze the data collected from the internal audits . d . Evaluate non-conformities identified . Include customer concerns . e . Define a process to address non-conformities and complaints . f . Post outcomes and share them at the next OR / SPD meeting . g . Celebrate success no matter how small . Big changes sometimes require little steps .
6 . Remain sharply focused on customer satisfaction . Two measures that can easily be implemented to ensure customer satisfaction are : a . Adopt a “ managing by walking around ” style which will help you identify issues speedily and to implement immediate corrective action when a problem arises . Include rounds to the OR and communicate with those in service leadership . b . Conduct a customer survey – prepare a survey to get customer feedback about the SPD services . The first survey results might be disappointing , but it will serve as a benchmark to get you where you need to be . A sample question can be : If you could change one aspect of SPD support to your service , what
would that be ? What is your expected turnaround time for a surgical instrument to be back in the OR ? How would you rate the service SPD provides to your department ? As continual improvements are implemented , the quality of the products will improve and so the survey results .
The ideas-concepts outline on this article require time , commitment , and dedication . Top management must also be fully engaged and committed to provide the resources to make changes and successfully implement the program . The products and services SPD provides are critical to the success of the operating room , it is essential that they function without flaws in order work like a well-oiled machine . Industry has used these concepts and have been successful it is time SPD evolves and adopts the manufacturing world process management systems . A risk prevention approach and a cultural transformation are the only key to success and perpetual readiness .
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 .
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