expert with new ideas and a fresh voice can help."
But not all consultants approach the job with the same methods or
intentions. "Some are deeply aligned with equipment manufacturers
or major industry players," says Dave Norton, MS, MBA, a former
Lean process consultant. "That doesn't make them ineffective, but
they sometimes approach the project with preconceived opinions
and outline an improvement plan to get you to solutions they deem
necessary without understanding your needs."
He says the consultants you want to partner with make sugges-
tions based on how your facility functions, then teach your staff to
find and make needed improvements. They're interested in spend-
ing time learning about what makes your department tick instead of
arriving with a predetermined set of process-improvement goals
and a boilerplate punch list of tasks.
"They should spend weeks watching the flow of instruments dur-
ing the busiest of times and lulls in the action, and observe how
your team interacts," says Ms. Riley. "They need to look at the whole
process before making suggested changes, which shouldn't disrupt
your current workflow."
Ms. Riley admits it's not easy to relinquish power to an unfamiliar
professional who you've given permission to create the change you've
struggled to make happen. "But if you buy into the process, it can
make a big difference," she adds.
After partnering with the right consultant, begin building trust and
clear lines of communication. "You need to know they have your best
interest in mind," says Ms. Riley. "Once you do, let them do their
thing."
Consultants can help gather every staff member involved in instrument
care, from surgical personnel to sterile processing managers, and drill
down to how trays move through the OR-SPD circuit. "They're able to
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