The Source | February 26, 2019

Advice from the Field

The most important advice I would share is that SPD is not only about doing, which seems to be what most individuals believe. It encompasses a large component of microbiology and applying that to cross-contamination of items from dirty to clean and vice versa. SPD techs need to grasp that concept and apply it in practice.

Ivonne, NY

Clinical Nurse Manager Perioperative Services Sterile Processing

Identify Your Impact with Lean 

Author: Deb Haley (RN, CNOR, CSPDT, MBA), Director of Clinical Services

Google What is Lean and you’ll find a flavorful array of definitions - but when you're looking to define and source your department's influence on patient care Lean is where you should start.

Lean: A quick history

Lean is a methodology of process improvements.   

First appearing in the thirteenth century with the Venetian Arsenal (naval shipyards); the process was first popularized in the US when Henry Ford commercialized his own concept of lean by creating flow production (the moving assembly line). 

But the most popularized origin story of Lean began in the 1930s with Sakichi Toyoda’s introduction of the world’s first automatic loom. The family business is now synonymous with the development of the Toyota Production System (TPS).  The goal of TPS is to standardize workflow by providing the best quality, at the lowest cost, in the shortest amount of time for the customer while effectively eliminating as much waste from the process as possible.  

 

Lean in the OR/SPD

You may already understand how Lean makes a difference in the healthcare environment. But, have you outlined the impact you and your team make when integrating and implementing the Lean principles? 

As we said, Lean is based on delivering the desired value/outcome for the customer. For instance, the desired value/outcome for OR/SPD is ensuring a safe patient experience with every patient (customer = OR/SPD, value/outcome = safe patient).  But there are many value streams that impact a patient experience, from insurance to the quality of care, education, location, and service within a facility to name a few.  By taking the time to identify every stream that impacts (or touches) a patient and ensuring the stopgaps are in place when abnormalities occur standardization within a health facility is attainable.  

Meet the Family

With over 40 years working in the Perioperative, meet Deb Haley (RN, CNOR, CSPDT, MBA) Censis' Director of Clinical Services

From Scrub Nurse to Periop Director

Over my 40 years of experience within Perioperative Services and Sterile Processing, my titles have ranged from Scrub/Circulator Nurse to Perioperative Director.  When you break down the decades, I’ve been in the hospital setting for 28 years (10 years in which I was leading a hospital with 22 ORs).  I’ve worked in facilities of all backgrounds: community, pediatric and adult, as well as university facilities. My transition out of full-time clinical occurred 20 years ago when I served in founding one of the first instrument tracking companies as the clinical resource and hospital liaison for the Sterile Processing and Perioperative Departments.  I am a published healthcare author; my latest article can be found here.

Originally from the Midwest (Go, Cardinals!), I now live with my husband Mike of 38 years in Florida with our toy poodle, Dolly.  I have two wonderfully creative daughters with 3 grandchildren.

Looking forward, I am excited to be a presenter at IAHCSMM 2019 in California.

Guarantee your seat at CtUC 2019

Author: Jim Creason, COO

For the past nine years, I’ve been part of building our users conference, which makes the experience we create for you extremely important to me. For this reason, I’d like to share a few tips previous attendees of CtUC used with management to secure their conference funding.

Tip One: Know Your Audience

This could also be known as: Know Your Yes Person. Don’t waste time with people who aren’t the final decision maker(s). Identify the people you need to sign off on the budget, travel, and department coverage and write out who you need to talk to first. Assigning and writing out who you need to talk to will make the process clear and keep you moving on the right path carrying the next two tools in with you.

Tip Two: Create a Value Statement

A value statement clearly explains the {department or organization} need you are meeting by attending CtUC and ties back to an organizational value (or goal).

For example, if I’m an SPD Educator who is responsible for presenting department competency reports and monthly training, my value statement may read: “CtUC will give me the resources and hands-on guidance to create the customized monthly reports needed for department meetings; giving us data-backed answers to questions. Plus, I will have training tools and education to bring into the department to uphold our continuing education program.”

Tip Three: Make it Personal

By this I mean use your current department pain points to speak to why attending CtUC can help solve or manage the issue. If Management is wanting to see more productivity data, use your value statement to clearly state that this educational experience will help you meet their goal.

"I love loaner instruments!"

...said no one

Loaner instrumentation is one of the most challenging aspects of sterile processing. The instruments keep getting more complicated; they arrive in huge batches, often without enough time for reprocessing—and all of this makes it hard to ensure patient safety and proper processing. 

Click to hear from Vincent Sanchez (CRCST), on the challenges and possible solutions for ensuring proper loaner processing.

Ready to Talk Loaners?