A Southern academic medical center contracted Compass Clinical Consulting for assistance with three pressing needs in the Sterile Processing Department: inefficient processes, poor quality practices, and a lack of strong leadership. The Interim was originally contracted to provide consulting feedback and expertise in the Sterile Processing Department, but the scope of this engagement was expanded to an interim leadership role once the Compass SPD expert arrived at the medical center and conducted an assessment of the situation.

缺乏强大的领导力

初步观察该部门透露给临时临时,无菌加工部经理的领导风格无效;该规模的部门创造了许多他没有能力解决的挑战。指南针临时向经理提供每日反馈,包括观察和最佳实践,并为经理提供一周的书面报告,一周内为秘书处服务的高级管理。临时在领导部门内的这些障碍表达了这些障碍,领导力决定追求新候选人来填补这一或经理角色。临时临时填补了这个空缺,并在他的参与过程中执教并指导了新任命的经理。

该部门的领导更加抵抗变革。尚未为关键SPD功能创建标准工作。由于这一认识到的感知,SPD领导能力未能充分聘用或领导地领导流程改善活动,或者领导力不愿意协助进程变革。因此,SPD领导知识了解行业标准和最佳实践,但未能实施它们。这些困难和领导者的不同期望以及临时在临时到达时呈现在组织内的初始障碍。

效率低下

这种明确缺乏领导监督包括未能持有员工对以下进程负责。使用以下内部识别效率低效率:

  • 彻底的容量评估
  • 领导评估
  • 仪器设定利用率评估
  • 评估遵守最佳实践

仪器完成过程中有许多关于质量的问题。无菌加工部门无法以有效的方式为手术室提供手术器械。许多仪器集完成并发送到缺失的仪器或缺少乐器,或者集合被错误地组装。工作人员未适当地分配到特定的工作职能,并没有对全天进行工作变更的调整。

Poor Quality Practices

通过观察,从或数据收集的反馈,临时确定质量实践中的主要问题,如缺乏遵守行业最佳实践,未能遵循AAMI和ANOR标准,没有定期安排的员工培训/教育,缺乏供应商遵守最佳实践。然后,他提出了建议,并将新的流程提出了改善质量和监控改进。

鼓励工作人员的变化

令人惊讶的是,公关人员非常感兴趣ocess improvements. One of the tactics the Interim used with the staff was to have all the SPD staff rotate through the Operating Room. This action demonstrated to the staff the importance of their work related to patient care. Staff members’ engagement increased significantly once they realized they had a direct impact on patient care. In addition, shift huddles were implemented to provide education and feedback over their performance to staff in a timely manner. Prior to this, staff were only provided feedback at staff meetings once or twice a month. This change a positive atmosphere.

Results

The Interim SPD Director identified barriers to the medical center’s current processes and made appropriate recommendations to tackle these problems. He developed a mechanism for data collection to identify opportunities for improvement.

临时的专家评估,与员工开放沟通,并勤奋实施实践导致无菌加工部门的众多积极成果,如:

  • 净化过程的提高效率
  • Decreased errors in instrument set completion
  • 重组的SPD领导组织和问责制
  • Institution of training program for SPD staff
  • 招聘和保留方案制度
  • 工作流程的开发重新设计
  • 标准工作制度和转变休息
  • Implementation of a tool to evaluate the number of errors made by staff

此外,提出了质量标准和指标,并按日常或每周进行测量,临时仍在进行的一些建议。虽然临时最初是签约咨询援助,但他的专业知识和指导进一步向学术医疗中心作为临时领导者进行更持久的影响。临时启动和LED SPD领导性重构,使医疗中心能够重新获得其稳定性,并在无菌加工部门实施平稳,有效的过程。

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