The key to a successful Sterile Processing department (SPD) is a qualified leader who is knowledgeable, supportive, and maintains service standards, all while overseeing the production and service within their department. They also build and foster effective relationships with their customers and other departmental leaders. Strengthening those relationships is crucial not only for improved collaboration and teamwork, but also for improved quality of instrument processing. SP professionals have many obstacles, which can include inadequate space, outdated or insufficient equipment and instrument inventories, limited staff, ever-evolving technology and challenging processes, and more.
One of the greatest obstacles, however, lies in establishing strong, effective interdepartmental relationships with leaders from the Operating Room (OR) and other procedural areas served by the SPD. Effective SP leaders are subject matter experts who know their areas of expertise and are willing to share that with others for the sake of quality, safety, process consistency, and the attainment of shared goals. Successful SP leaders take time to purposefully reach out to other department leaders to collaborate on mutually beneficial practices, processes, and workflows. Technical know-how will only take a leader so far. Strong leaders are self-aware, understand the importance of cultivating relationships, and can solve problems inside and outside the SPD to maximize positive outcomes. Effective leaders see the big picture. They know their job, their customers’ needs, and how to work with their colleagues within an interconnected healthcare environment. All who rely on the SPD to support their operations is responsible for doing their part. Interdisciplinary collaboration and accountability are essential.
Managing human emotions is another skill successful SP leaders possess. Having high emotional intelligence (e.g., social skills, self-awareness, self-regulation, comprehension and reasoning) allows leaders to more fully engage in positive interaction and a spirit of collaboration. Cultivating interdisciplinary relationships improves the ability to influence compliance and help make necessary change.
Rely on data
Modern healthcare organizations continue to grow in complexity as new technologies, devices, and procedures are introduced. To boost efficiencies and prevent disruptions, real-time data analytics are needed to understand workflow and opportunities for improvement. When missteps happen, data can be used to demonstrate to the responsible parties why it is so important to follow correct processes and partner with the SPD. Collecting, measuring, analyzing, and quantifying data can paint a clearer picture for SP leaders about which areas work well and which need attention. This not only helps improve work within the SPD but also holds others accountable who are supported by SP technicians’ work. For example, data can identify the number of case carts entering and exiting the SPD as well as the time case carts arrived in the decontamination area and when items were processed and returned for patient care. Further, it could also identify whether the instruments underwent point-of-use treatment prior to arrival in the SPD, while also steering quality improvement initiatives. Put more simply, harnessing data can help develop and streamline processes and lead to vital conversations with other departmental leaders about their impact on processes and quality outcomes. An SPD dashboard is an effective tool used to share data with other departmental leaders. For example, data could be disseminated about the percentage of trays sent to the SPD without undergoing point-of-use treatment. Such details are important because they convey to leaders in user areas why devices may require extra processing time.
Conclusion
When instrumentation-related errors occur, SP professionals are often blamed even though each department bears some responsibility for ensuring proper processes and best practices are followed. SP leaders must commit to developing effective relationships with other departments to identify opportunities for improvement, promote education, and increase accountability. Effective leadership and effective outcomes do not occur in a vacuum. Collaboration and teamwork are imperative for quality, safety, growth, and progress. When leaders work together, better outcomes will follow.
