sterile processing
sterile processing
By Tony Thurmond, CRCST, CHL, CIS, FHSPA
Interdepartmental Surveys Aid SPD-OR Improvements
Sterile processing( SP) professionals are experts in decontamination, inspection, disinfection, sterilization, and the storing and transporting of products used throughout the facility. At the same time, they must recognize that their healthcare customers are the experts of their disciplines and specialties, and that everyone shares a common goal of providing customer service excellence and promoting patient safety and positive outcomes.
As a veteran SP leader, I advocate stepping outside the walls of the SPD to see these other departments in action and adopting other valuable yet often underutilized approaches that can help them better understand their customers’ needs and challenges as they relate to the instruments and supplies provided.
Interdisciplinary surveys are among the most effective methods to learn and give answers to our customers’ top questions, understand their priorities and concerns, and collaborate to improve processes, service and outcomes.
When executed effectively, surveys help us work proactively to address challenges before they cause or contribute to adverse outcomes; however, when complaints do arise( and when surveys spotlight challenges and the need for improvements), it is vital to listen, seek to understand and partner for the most appropriate solutions.
Survey development does not require extensive time or effort, but following these steps is paramount to successful outcomes:
1. State the survey’ s purpose. The survey’ s lead paragraph should clearly and concisely explain its purpose. For example, you might acknowledge that there have been times when the SP team did not meet the customer’ s needs, so the SPD wishes to learn more about the customer department’ s needs, challenges and expectations to improve service delivery. This overview paragraph can also identify ways the customer department can help the SPD stay more efficient( i. e., by performing point-of-use treatment and ensuring devices are delivered to the SPD’ s preferred receiving area as soon as possible following the procedure).
2. Remember your audience. Determining the audience is a crucial factor that is often overlooked. For example, if you are seeking responses about missing devices in sets, instrument delays or malfunctioning devices, the survey would logically be tailored to surgeons and nurse managers, for example. But don’ t forget about others whose insights and engagement are also valuable, such as schedulers, coordinators and materials managers( this audience could be essential if instrument inventory is insufficient to meet procedural volume). The specific goals of the survey and the answers being sought will help determine how to tailor the questions to each audience.
3. Explain the value of engagement. Let those receiving the survey know their input is critical to providing information that can lead to better outcomes. If key players do not participate, the answers and solutions will become more challenging to determine. While the goal is to provide a safer experience for the patient, surveys should also aim to enhance interdepartmental communication and team-based results.
4. Identify challenges and barriers. Surveys should allow respondents to share what is working and areas needing
improvement. If survey results show certain areas are working well, and both / all parties agree, processes may not require adjustment. Any identified obstacles or challenges should be addressed. Sometimes, a challenge stems from misunderstanding or misaligned expectations, not an error or process deviation. This is why surveys can serve as a foundation for improved communication.
5. Draft questions for meaningful responses. Ask clear, specific questions about communication, collaboration and internal customer service. The survey should include a blend of open- and closed-ended questions. Instead of asking,“ Does the SPD typically provide on-time instruments?” respondents should also be asked to share specific details about the devices and services received.
6. Set an expectation for the survey’ s completion. Establishing a reasonable deadline( up to a week but typically no longer) for survey completion is imperative for broader participation, as is explaining why responding to the survey is essential for interdepartmental communication and positive service outcomes. The sooner responses are received, the faster issues can be addressed.
7. Ask for feedback and ensure follow-up. Once survey results are received, share the summary with key stakeholders. This is where suggestions for changes and improvements can be discussed, and improvement plans can be introduced.
8. Maintain strong communication. Set dates for continued follow-up and assessment of changes implemented based on the survey results. Processes often will require minor adjustments over time to ensure ongoing success; therefore, an enduring commitment to strong, interdepartmental communication is critical for keeping all stakeholders engaged and ensuring all voices are heard. Interdepartmental surveys should be closely monitored by departmental leaders, with the results included in key performance indicator( KPI) reports that identify process improvements.
Interdepartmental surveys are beneficial for identifying improvement opportunities, promoting more effective communication, and building trust and teamwork. They help pinpoint what is working well and where changes are needed, while also serving as a foundation for education, understanding and setting realistic expectations. Above all, providing and participating in surveys demonstrates departments’ commitment to collaboration and patient safety.
Tony Thurmond, CRCST, CHL, CIS, FHSPA, serves as chief of sterile processing services for Dayton VA Hospital. He is a Healthcare Sterile Processing Association( HSPA) columnist, fellow and past-president.
30 • www. healthcarehygienemagazine. com • nov-dec 2025