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CS CONNECTION


instruments and SPD staff members do not have in-depth knowledge about the devices and their use in patient care. “There have been times when a nurse or OR tech has called down to SPD asking for a specifi c device and if it is unavailable they will ask the SPD professional to recommend an alternative,” said Margiotta. “What OR staff don’t understand is that while SPD staff are trained to understand the instruments themselves and how to care for them, most do not have in-depth knowledge around what those devices are used for in the OR so they can’t simply suggest a substitute. OR staff get frustrated with this but they must take into consideration the role of the SPD and the extent of training these professionals receive in regards to the devices.”


Overcoming challenges via communication, collaboration We asked professionals from the SPD and OR and other industry experts for their recom- mendations on how these departments can overcome these and other challenges, remov- ing hurdles and making everyone’s work lives easier, more effi cient and more effective. They provided the following suggestions.


Identify an ally


For an SPD or OR staff member who would like to improve interactions between the two departments, experts recommend that he or she should identify an ally within the other group. Schule suggests seeking out an individual who is confi dent, knowledgeable, vocal in his/her department, a visionary and someone whom others listen to and respect. “Good communication and interpersonal skills are critical to fostering better relations between the OR and SPD,” said Schule. “Efforts such as this must be led by strong individuals who serve as cheerleaders for their respective departments. Once you’ve identified a potential ally, sit down with them over coffee to discuss challenges and expectations then collaborate on whatever is necessary to move forward.” At Ferriero’s facility, both the SPD and OR report to the same person, creating “shared initiatives and facilitating an effective prob- lem solving process by making issues team issues rather than compartmentalizing them down to departmental issues,” explains Ferri- ero. As in many facilities, the SPD previously reported to materials management. Ferriero comments:


“Even though SPD is not clinical in the traditional sense of the word, everything we touch touches the patient so it makes sense for the SPD and OR to report together,” said Ferriero. “This reporting structure enables the right people to be at the table when brain- storming ideas and making decisions around


Open the lines of communication The experts agree that the SPD and OR must open lines of communication between the departments paving the way for better understanding of each other’s expectations, needs and challenges. Sargent suggests a member of the SPD department attend the daily OR morning meeting to hear about the latest case schedule and room assignments. That way, the SPD can be prepared to ad- dress last minute changes and challenges that arise. “By being there in the OR meeting the SPD liaison has fi rst hand knowledge of what’s occurring that day and issues that are likely to impact his or her department,” said Sargent. “For instance, the OR may have nine cases scheduled that all require the same instru- ment set while the hospital only has eight of these sets. The OR doesn’t necessarily know there are only eight sets so having that SPD professional in the room enables both sides to identify this issue up front and set in motion steps to address it, such as collaborating to get one set back to the SPD as soon as possible so it can be ready for that last case of the day.” To better understand the challenges each are facing with regards to surgical instru- ments and equipment, DeMeo recommends SPD and OR staff conduct rounds in each other’s departments, hold joint department meetings, have collaborative educational sessions and share both the wins and areas for improvement together.


44 March 2014 • HEALTHCARE PURCHASING NEWS • www.hpnonline.com “The SPD and OR need to see themselves


as a team, not just when they want to be included, but always, through the good and tough times. That’s how a team is built,” said DeMeo.


To reduce instrument turnover time and repair frequency, OR personnel should spend time understanding what goes on in the Sterile Processing Department — and vice versa.


instrument handling and processing. Some- one in materials management likely knows that the hospital purchased $1500 forceps but they typically don’t understand what they are used for and why they keep getting broken. These are the kinds of issues the OR and SPD are best suited to address. When you bring the right people to the table that’s how you can make the best decisions not just for the patients but also for the whole team.”


Walk in each other’s shoes Many facilities have implemented programs where SPD and OR professionals spend time in each other’s departments to understand one another’s processes and challenges. Matt Ofenloch, Staffi ng and Development Manager, IMS, explains how this not only fosters better understanding of each other’s responsibilities, but can also help a facility better maintain its surgical assets. “Having SPD staff spend time in the OR


and observe a surgery from start to fi nish would allow the SPD staff to understand all important aspects of the surgery,” said Ofenloch. “They would gain understanding of how each instrument is used and why it is impor- tant to that procedure and patient.” “In return, having OR


staff members each spend a day or two in SPD would al- low them to understand the decontamination, assembly


Matt Ofenloch


and sterilization processes,” added Ofenloch. “OR staff would better understand why it is important for them to keep instruments organized in the original trays and use an in- strument pre-soak spray. By understanding the complete cycle of use and reprocessing, these two teams can work together to reduce instrument turnover time and repair costs.” Ferriero explains, at his facility, every new


OR technician must spend four days in the SPD to learn about the department’s process and issues and see them fi rst hand. In addi- tion, Ferriero has hired two OR technicians as case cart coordinators to help bridge the gap between the SPD and OR. He notes how these individuals have brought with them inside knowledge from the OR that has helped the SPD make informed decisions about how they prepare and deliver sterile supplies. “These individuals now serve as our main


service lifeline to the OR,” said Ferriero. “When the OR calls down to SPD they get somebody on the other end of the line who speaks their language and can easily decipher nicknames for products and can also trouble- shoot and provide effective alternatives in certain situations where the desired product may not be available. It has been eye opening for these techs to be on the other end of the process and live the challenges we face each day when communicating with the OR.” DeMeo notes how it is equally important for SPD staff to experience the OR and the challenges its staff faces in patient care.


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