sterile processing
sterile processing
By David Taylor III , MSN , RN , CNOR and Robert Leenan , BS , CRCST , CIS , CCSVP
Run the SPD Like an Efficient , Effective Business
Sterile processing ( SP ) professionals help ensure quality patient care , infection prevention and safety through the provision of clean , well-functioning , sterile and on-time instruments . In fact , the role successful , effective and efficient sterile processing departments ( SPDs ) play in day-to-day business operations can be a strategic differentiator , allowing organizations to boost outcomes , reduce costs and gain a competitive advantage .
Every department within a hospital or health system plays a key role in the financial success of the organization ; therefore , each department is like running a small business within a business .
To run the SPD like the business it is , leaders should assess how they provide the highest quality products and services consistently . As consultants , we often ask ourselves how SP leaders can be more strategic — effectively managing the core of their business while remaining open to necessary changes and adapting to new standards , products , equipment , policies and more . It is important for SP leaders to ask : Would the work our SPD produces be competitive in an open market ? The best SP leaders show up on time , set goals for themselves , their employees and their departments , and plan diligently to create an operational structure that produces consistent , high-quality products and service .
Metrics and standard work
The cost of production and ability to adapt — all while providing a consistent product — is vital for the success of any business , including a healthcare department like the SPD . Paying close attention to the metrics relevant to the SP discipline is prudent ; without metrics , it is impossible to know whether operational functions being measured yielded the intended result ( quality ).
Understanding the importance of quality and having the knowledge and ability to optimize costs and process outcomes are critical for increasing workflow efficiencies across device processing functions . Equally essential is understanding the impact of proper labor utilization and equipment capacity , setting time and quality expectations , and ensuring adequate resources to meet customer requirements — all variables that help the SPD provide the highest quality products , without compromising integrity . The bottom line : If one knows how to control costs and understands the variables to those costs , they can better control quality outcomes .
When improving SPD workflow , two factors must be considered . First , it is necessary to create standard work for each process while incorporating quality steps into that standard work . Next , leadership standard work should be established and comprised of tasks and routines that support conformity to each process . Standard work is defined as the documented steps for performing a job task and outlines who is going to perform the task as well as when and how . Note : In the absence of this standard work guidance , a veteran employee with decades of experience could easily introduce their personal preferences , leading to variations and inefficiencies that cost significant time and money and negatively affect quality .
Applying lean methodology can help businesses drive efficiencies in some or all operational areas by finding and eliminating wasteful , non-value-added steps within processes . Waiting for something that is delayed or requires reworking can be extremely frustrating for SP and end-user employees . Frustrations become further magnified when the challenge could have been avoided . A lean memory device acronym , known as TIMWOODS ( Transportation , Inventory , Motion , Waiting , Overprocessing , Overproduction , Defects and Skills ) can help identify eight wastes . In everyone CSPD ’ s processes , one or many of these inefficiencies can add up , creating unnecessary work to complete a task . See Figure 1 for an example of a 300- tray daily volume , which offers more perspective on lean waste .
Figure 1 : Example of Lean Waste in Two Common Sterile Processing Tasks
Task
Daily Volume
Lean Time Stnd .
Not Lean Time Stnd .
Lean Production
Not Lean Production
Tray assembly 300 trays 15 mins . 20 mins . 4 trays / hr . 3 trays / hr .
Tray cleaning 300 trays 6 mins . 10 mins . 10 trays / hr . 6 trays / hr .
Task
Lean Calculation
Tray assembly 300 x 15 mins .
Not Lean Calculation
Lean Total FTEs
Not Lean Total FTEs
300 x 20 mins . 10.0 FTEs 13.3 FTEs
Tray cleaning 300 x 6 mins . 300 x 10 mins . 4.0 FTEs 6.7 FTEs Variation Total 14.0 FTEs 20.0 FTEs
march 2024 • www . healthcarehygienemagazine . com •
17