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CS CONNECTION


was critical in the design of the new CS/ SPD, where the space and equipment are laid out to promote a linear workflow for greater efficiency. “Look at every change very carefully to make sure it’s value added and not waste,” said William Kononpelski, CRCST, CIS, CHL, SPD Acquisition Coordinator, LeeSar. “I’ve seen a lot of facilities where the techs assemble the trays but then they have to make their way over to the washer, unload the washer, get the trays, bring them back to their station, and then walk over somewhere across the depart- ment where the containers and wrappers are stored. In many departments the workflow can be improved by moving the work to where the people are.”


“The SPD should imple- ment a Six Sigma project before thinking about a reno- vation or building a new department,” said Genti Koci, BA, CRCST, Sterile Processing Professional at Medical Staffing Options. “There are so many outdated processes that were implemented a long time ago and they


Genti Koci


New England Baptist Hospital’s SPD Rennovation


Leesar’s brand new SPD


Automatic load/unload sterilizer allows a load in the chamber and another queued while a completed load is ejected.


do not reflect today’s needs and technol- ogy. A good analysis of what we are doing and why we are doing it is vital to improve the efficiency of our departments.”


Internal and external collaboration It may seem that CS/SPD leaders should be responsible for driving the planning and design – since it is their staff mem- bers who will be working within the new processes and with the equipment – but collaboration with surgeons and OR staff is critical also.


Workflow lights indicate next task.


“SPD and OR should build a bridge, and this bridge depends a lot on good communication and a good relationship between those departments,” said Koci. “Departments that don’t have those kind of relationships are struggling with high immediate-use steam sterilization (IUSS) rates and low OR satisfaction. Managers should work closely with infection control, risk management, facilities and supply chain as well.”


“The SPD and OR must work together


Spacious decontamination work stations for breaking down instrument sets.


Automated washers speed workflow, support increasing orthopedic cases.


so they can meet each other’s needs, and if their needs aren’t being met then take steps to address the issues,” said Kononpelski. “Education is key to staff satisfaction and safety – it really improves communication with the OR when the SPD tech is well versed in medical terminology so they can use critical thinking to help the OR solve their needs. And it makes a big difference when OR staff understands the importance of what we do.” Koci also stresses the importance of ex-


ternal collaboration. He notes how CS/SPD professionals from other hospitals, industry associations and equipment manufacturers all have valuable resources to help drive successful planning.


Automated sterilizers increase productivity, accuracy.


“Having been involved in two renovation projects and understanding some of the is- sues different departments struggle with, I suggest CS/SPD directors and managers network to get the help they need during


42 September 2015 • HEALTHCARE PURCHASING NEWS • www.hpnonline.com


Sterile Trays are color coded according to hospital location.


the planning phase,” said Koci. “ANSI/ AAMI 79 Annex A clearly shows workplace designs. Having another SPD manager’s eyes on your project is golden. Three major sterilizer manufacturers provide depart- ment design at no cost, which can help you become familiar with the technology and equipment you may need.”


Creative scheduling and staffing New workspaces and equipment offer no value unless a CS/SPD has staffing to sup- port it. At LeeSar’s state-of-the-art CS/SPD facility, the management has implemented staggered scheduling so that staffing levels directly align with workload. “Historically a lot of departments have


had 7 a.m. to 3 p.m. and 3 p.m. to 11 p.m. shifts but in reality, that doesn’t line up with the volume of work,” said Kononpelski. “OR cases start at 7:30 a.m. and don’t break for a couple of hours, so by the time dirty case carts are coming down to de- contamination it is 10 a.m. As a result, it is important to level load and put the techs on staggered shifts – 10 a.m. to 6 p.m. and 11 a.m. to 7 p.m. I’ve worked in a few facilities that have tried this approach and achieved great success.”


According to Kononpelski, designating technicians to specific tasks and providing support staff helps individuals remain focused and perform the important work they have been trained to do. For example, LeeSar has a designated navigator. This individual navigates the flow of trays com- ing out of the washer, places them on the shelves based on priority and moves them to where the technicians are assembling trays.


“When you are assembling a tray


you need minimal distraction,” said Kononpelski. “Having dedicated people to navigate other tasks while you focus on tray assembly speeds up the process and eliminates errors. It is the team working together.” HPN


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