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CS CONNECTION


“The SPD staff is a little sheltered in the fact that they don’t see the tension that happens in the OR and often do not have to face an angry physician when there is an instrument issue,” said DeMeo. “When a problem surfaces OR staff cannot simply walk away. They must deal with it immediately and safely for the patient’s sake. This is another reason I have always advocated SPD rounding for each case in the core of the OR.”


Implement quality systems According to Schule, another key to suc- cessful SPD/OR interactions is for facilities to implement quality management systems around the handling and preparation of instruments and equipment both in the SPD and OR. Schule is currently co-chairing AAMI/ST/WG86 Quality Systems for De- vice Reprocessing, a new document the As- sociation of Medical Instrumentation (AAMI) is tasked with developing on implementing quality systems for reprocessing medical devices. “Once we remove the emotion surround- ing an event and can focus on the elements and requirements of the process we can begin to improve the working relation- ship,” said Schule. “More specifically, stakeholders must begin to embrace and


appreciate opportunities gained by imple- menting quality management systems as a fundamental foundation in developing a structure of support to include regular communication and scheduled education around a system of documents and reoc- curring process audits. “We cannot simply state we expect instru- ments to be delivered to SPD at the end of a clinical procedure in the same manner re- ceived by the OR without educating the end user on the rationale,” he added. “This is no different than the OR expecting instruments to be present and functional within a trauma tray without educating on the importance and rationale behind the clinical implica- tions and the impact on patient safety.”


Establish a plan and stick to it Most relationships require constant at- tention and work to remain successful and mutually beneficial, and the alliance between the SPD and OR is no exception. Those interviewed stressed the need for the two departments to establish a solid plan by which to improve communication and col- laboration, hold their staff and each other’s accountable, and stick to it.


“They need to have a full game plan — here’s what the problems are, here are the


solutions and here’s how we will achieve them,” said Sargent. “I recommend start- ing with a defined plan of action, encom- passing the next six months, that includes specifics on how the two departments will work together on a daily, weekly, monthly basis.”


All agreed that SPD and OR staff must be proactive in their efforts to reduce fric- tion and foster better relations between the departments. Ferriero encourages SPD staff members to seek out OR staff, speak with them and ask questions.


“As a department leader I try to encourage my staff to get out there. When they have some downtime I encourage them to talk with the OR nurses during the different shifts,” said Ferriero. “I also get our staff in to see surgeries when they can so they can watch how instruments are used and ask questions.”


Margiotta too stresses the need for SPD professionals to be proactive in their interac- tions with the OR, stating:


“SPD techs should take the initiative to go to the OR, observe and ask questions. Actions such as this go a long way in over- coming the frustration that occurs on both sides as a result of miscommunication and lack of knowledge.” HPN


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