HEALTHCARE SELF-STUDY SERIES N


PURCHASING EWS


June 2022 The self-study lesson on this central service topic was developed by 3M Health Care. The lessons are administered by Endeavor Healthcare Media.


Earn CEUs After careful study of the lesson, complete the examination at the end of this section. Mail the completed test and scoring fee to Healthcare Purchasing News for grading. We will notify you if you have a passing score of 70% or higher, and you will receive a certifi cate of completion within 30 days. Previous lessons are available at www.hpnonline.com.


Certifi cation The CBSPD (Certification Board for Sterile Processing and Dis- tribution) has pre-approved this in-service for one (1) contact hour for a period of fi ve (5) years from


the date of original publication. Successful completion of the lesson and post-test must be documented by facility management and those records maintained by the individual until recertifi cation is required. DO NOT SEND LESSON OR TEST TO CBSPD. For additional information regarding certifi cation, contact CBSPD - 148 Main Street, Suite C-1, Lebanon, NJ 08833 • www.cbspd.net.


quality and education by Anna Castillo-Gutierrez


I


t is safe to say that Sterile Processing departments around the world have quickly evolved to one of the most


HSPA (Healthcare Sterile Processing Association, https://myhspa.org) ) has pre-approved this in-service for 1.0 Continuing Education Cred- its for a period of three years, until May 5, 2025. The approval number for this lesson is 3M-HPN 220605. For more information, direct any questions to Healthcare Purchasing News (941) 259-0832.


LEARNING OBJECTIVES


1. Identify the “fantastic four.” 2. Review the process of building a “fantastic four” team.


3. Recognize the importance of bringing awareness to broken processes.


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complex departments in our healthcare arena. Technicians are expected to know and understand critical processes in each Sterile Processing area while maintaining basic infection control standards set by regulatory agencies, all while comply- ing with individual hospital policies and procedures. All of this, not counting the multitude of IFU’s that need to be fol- lowed daily for individual instruments, devices and equipment found within our department. It can be daunting and almost impossible without purposefully laying out a path to achieve quality results for each device we deliver to the operating room. So, how do we achieve this? How do we get to a point of awareness and be able to recognize fl awed processes instead of individual errors? And fi nally, what resources are needed to get the ball moving in the right direction?


Call to action The fi rst step is to simply realize that every single process and staff member should be constantly reviewed, from the time of hire to the individual processes that are taken. Again, it may seem daunting, but you may have all the resources at your disposal already within your facility. You simply need to reach out and lay out a plan of action to bring awareness to issues that need to be addressed within your department and the four amazing groups that will help you achieve this are Sterile Processing leadership, Operating Room leadership, your Quality team and Education team. They all play a vital role in patient safety and therefore are responsible for ensuring processes are reviewed and updated as needed throughout all of the perioperative setting. So, let us talk about these roles and how you could bring your departments together to form a super-crew of experts ready to rectify and prevent errors one process at a time.


34 June 2022 • HEALTHCARE PURCHASING NEWS • hpnonline.com Sterile Processing leaders have a large


burden to carry and depending on the hospital, may have multiple responsibilities they need to carry out daily; from setting schedules and ordering supplies to ensur- ing staff are following procedures and pro- cesses, they must inspect what they expect. One of the biggest tasks they are account- able for is coordinating the day-to-day tasks and assignments in the department that allow the operating room to complete surgeries and procedures without eventful instrument delays, errors, and issues. This coordination does not happen alone, there is often input from Operating Room lead- ers who provide needed information such as required loaners, special needs from surgeons and supply requests for each case. Perioperative navigation is defi nitely a team effort, each group responsible for a certain aspect and each aware of the major roles they play but there are two other groups who are often not used to their full potential. The Quality and Education teams within


the perioperative department are valuable resources you should never be without. Most of us know of the constant fi nger- pointing that can occur within periop, this is often due to having a telescopic view of an issue that is often one sided. We have all fallen prey to this and honestly, it’s nor- mal. Our Operating Room team may not be aware of the complex processes Sterile Processing must adhere to and vice versa, our Sterile Processing team may not know of the constant battle to beat time and care for the patient effectively. Experienced Quality and Educational staff who are knowledgeable of both processes and areas can offer an unbiased view of the issue at hand and offer solutions that benefi t patient outcomes. These four teams, along with effective coordination and planning, can truly make a difference that keeps processes on the right path. So, how do you assemble this awesome team of genius minds and get everyone to participate? Factual, collected data from errors derived from all areas can provide the


The fantastic four Sterile processing, operating room,


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