Downloaded 177 times
![Get a Pinterest account in[ pvatopservice ]sell regular every day.pdf](https://cdn.slidesharecdn.com/ss_thumbnails/getapinterestaccountinpvatopservicesellregulareveryday-251030182003-d27b98a4-thumbnail.jpg?width=640&height=640&fit=bounds)
Chapter 20 quality
- 1.
- 2. Define “quality”in the context of Central Service operations, and tell how to identify it Describe components in a quality Central Service program Discuss quality control indicators: ◦ Administrative indicators ◦ Customer satisfaction indicators ◦ Technical indicators
- 3. Explain thebasics of Failure Mode and Effects Analysis and Root Cause Analysis Discuss common quality programs: ◦ Quality assurance and process improvement ◦ Continuous quality improvement ◦ Total quality management ◦ Other quality programs and standards Review quality procedures in the Central Service Department
- 4. Physicians, Nurses and professional personnelserved by Central Service staff members
- 5. To besuccessful, Central Service Technicians must look at what they do from their customers’ perspectives The degree or grade of excellence of a product or service The consistent delivery of products and services according to established standards Quality is not a Quick-Fix Achieving World-Class Quality requires a multi-year plan. Top Level Administrators must emphasize and support Quality Quality requires effort from everyone in the facility
- 7. Empowerment Leadership Standard Data Planning Tools and Procedures Staff Members Process Management
- 8. The actof granting authority (power) to employees to make decisions within their areas of responsibility Decisions that may have been made by managers in the past are made by front line employees and supervisors. In other words, those most familiar with the details of the process
- 9. Define standardsto be attained Help: ◦ Manage Data ◦ Plan Opportunities ◦ Establish Priorities ◦ Empower People
- 10. Help createand maintain standards Ensure that coaching occurs daily for all employees Set Priorities Undertake problem-solving and quality planning Be responsible for error-proofing Address three types of error: ◦ Inadvertent ◦ Intentional ◦ incompetence
- 11. Department Leaders,Shift Supervisors, Lead Technicians should be first line “Guardians” of the quality program All employees should adhere to standards are priorities set by managers
- 12. Should helptheir teammates follow established guidelines
- 13. Financial Data Organizational Data (i.e. Turnover Data) Patient and Employee Satisfaction Levels Number of Defects Cycle Times
- 14. Collect Compilefor Analysis
- 15. Reduces ExistingProblems Prevents Potential Problems Identify Factors that are important to customers Study the competition Do everything better than (or at least equal to) the competition Remember that the process (not people) is the cause of most problems Think about how to improve
- 16. 1. Identify needsand requests of the department’s customers 2. Identify an ideal process to consistently address each need/request 3. Compare actual steps and outcomes for each process to the ideal outcome. (for example, 100% error free trays) 4. Plan process control activities to improve the system 5. Measure Defects. With a good process the defects should decrease
- 17. Define traitsof successful employees Provide employees with knowledge, skills and tools Empower employees to participate in solutions
- 18. Patient Focus Process Management Continuous Quality Improvement Fact-based Decisions
- 19. Senior leadersmust be involved in process management Studying processes is critical Process problems cause defects Reducing defects increases quality and helps meet quality standards
- 21. Administrative Indicators Customer Satisfaction Indicators Technical Indicators
- 22. What dowe do? How are we doing it?
- 23. Response timefor STAT requests No outdates Sterilization Quality Assurance Monitors Correct and Complete Instrument Sets Customer Satisfaction Levels Availability of Patient Items Logging and Documentation Flash protocols are followed Case Cart contents are correct
- 24. Regulated bypolicies, procedures and other administrative actions to assure safe and efficient departmental operations: ◦ Management Control Monitors ◦ Inspection Control Monitors ◦ Facility Meeting Information
- 25. Department Management Policies &Procedures Training and Education System
- 26. Policies Procedures Work Assignment Lists(with expected timelines and outcomes) Written documentation helps assure consistency
- 27. A technical, statistical sampling method that measuresthe quality of production.
- 28. Technical, statistical sampling which measuresthe quality of production “Checks your work”
- 29. Measurable Performed Regularly “Relates toan outcome of patient care or employee safety”
- 30. Inspection of asample from a larger lot to decide whether the lot should be accepted
- 31. A tableof numbers generated in an unpredictable, hap- hazardous sequence that is used to create a random sample
- 32. Safety Inspections Regulatory Inspections Accreditation Surveys
- 33. Committee Minutes Safety Committee Information Infection Control Committee Information Staff Meeting Minutes
- 35.
- 36. Customer Surveys Incident Reports Tray Cards Customer Complaints Staff Complaints
- 37. Process controlmeasures utilized to assure that planned technical conditions within sterilizers and aerators are met Should be used in all areas that perform sterile processing, including sterilization activities that occur outside of Central Service Mechanical Indicators Chemical Indicators Biological Indicators
- 38. FMEA Failure Mode andEffect Analysis A process designed to predict the adverse outcomes of various human and machine failures to prevent adverse outcomes
- 39. RCA Root Cause Analysis Aprocess that “looks backwards” at an event to help prevent its future occurrence
- 40. A comprehensiveand measured effort to provide total quality. Also a technical, statistical sampling method that measures production quality
- 41. The strategyof finding solutions to eliminate the root causes of process performance problems
- 42. The conceptof measuring the current output of a process or procedure, and then modifying it to increase the output, increase efficiency, and/or increase effectiveness
- 43. Input Throughput Output Outcome Recognizes that improvement can occur with individuals, teams, organizational units (departments) and the organization itself
- 44. A qualityprocess which applies statistical methods to improve work processes. CQI Audits: ◦ assist in assessment and identification of problems ◦ promote communication
- 45. A qualityprocess that focuses on delivering near-perfect products and services Six Sigma Goal: Deliver high performance, reliability, and value to the end customer
- 46.
- 47.
- 48. Industry-Driven Organization Ensures standards are set, monitored, and maintained Routine or unannounced inspections (called surveys) are used to monitor a healthcare facility’s performance
- 49. Award givenby the American Nurses Credentialing Center to hospitals that satisfy factors that measure the strength and quality of nursing care
- 50. International StandardsOrganization An international standard used by participating organizations to help assure that they consistently deliver quality products and services
- 52. Always wearPPE Disassemble all items that are meant to be disassembled Measure Chemicals properly Load and operate washers properly Follow procedures Clean as you were trained to Check equipment before using to insure it is working
- 53. Check forholes and lint when using linen Check for holes in all disposable wrappers and filters Never use a wrapper, filter, or instrument that has fallen on the floor Always follow count sheets Check instruments for functionality, cleanliness, alignment, proper assembly and sharpness
- 54. Always loadsterilizer carts as trained Always verify mechanical and chemical indicators after each sterilization cycle Do not touch sterilized items until cool Properly complete all documentation
- 55. Always followestablished pick sheets Check product packaging for holes, expiration dating, and appropriate color changes Carefully load items on shelves, carts, and other storage units to ensure they stay intact
- 56. Pay attentionto what you are doing. Avoid distractions like excessive talking, loud music, etc. Don’t do anything that you haven’t been trained to do If you are unsure about a completed project, ask someone to check your work If you get distracted, check the entire project to ensure it was done correctly If you can’t perform at 100%, don’t do the project. Don’t start projects that you can’t finish Re-check all work Remember, neatness counts! Always help other staff members, even if they don’t think they need help If you think something is wrong, speak up Report inoperative or damaged equipment
- 57. Attend allthe educational in-services, seminars, infection control, service technician, and vendor-sponsored programs that you can. The more education you can obtain, the better Central Service Technician you will become Always follow the rules Question anything about which you are unsure