Project Description

Sterile Process Development & Implementation

OR Efficiencies hospital consultants are skilled at improving sterile processing operations. We can assess your program, identify opportunity, and implement improvements; provide management and staff training and education and interim SPD management; and install state-of-the-art instrument management systems.

Sterile Process Department Program Assessment

The SPD Program Assessment is appropriate for the hospital needing assistance to help create a vision, to identify opportunities for improvement, or to gain an outside perspective about the quality, effectiveness, and service orientation of their sterile processing function. Recommendations are provided for proposed changes in the organizational structure, sterile processing training and education, communication, quality assurance, workflow, and equipment.

SPD Staffing Analysis

The SPD Staffing Analysis is appropriate for the hospital that requires a determination of appropriate staffing to meet regulatory compliance and customer demand. This analysis is performed in conjunction with the hospital’s SPD manager in order to gain acceptance and transfer understanding of the methodology utilized. The analysis determines the FTE budget and appropriate staffing pattern (by shift, time of day, and work station) and gives the manager a tool for future assessment of FTE needs as program demand changes.

Sterile Processing Training and Education Assistance

Training and Education Assistance helps support the critical education needs of the hospital for SPD management and staff:

  • Sterile Process Department management training/mentoring;
  • Competency-based education program development and deployment;
  • Staff training and preparation for certification.

On-Site Implementation Assistance

On-site Implementation Assistance is often provided in conjunction with or following a program assessment. This type of assistance is appropriate for the hospital/health system seeking both Sterile Process Department management team mentoring and project management of improvement initiatives. Implementation activities are organized through an OR/SPD Action Committee, which becomes the group responsible for initial project objectives and ongoing quality assurance. Tools and the development of an implementation plan are included.

Interim Sterile Process Department Management

Interim Management is appropriate for the hospital that has an open sterile processing department leadership position or needs assistance mentoring an existing manager.

  • For your customized and comprehensive, end-to-end business process solutions, call 239-325-9494 today.

Client Testimonials

  • My hospitals department of anesthesiology was falling apart due to stresses of the operating room.

    My hospitals department of anesthesiology was falling apart due to stresses of the operating room.

    We lost a number of doctors and I feared losing my CRNAs because of our issues. Jerry personally assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff.
    CEO - major Mid-Atlantic healthcare system

  • The consulting team assisted our surgeons to realize that they must be part of developing solutions, not simply to expect administration to provide them a perfect world.

    The consulting team assisted our surgeons to realize that they must be part of developing solutions, not simply to expect administration to provide them a perfect world.

    Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
    Surgeon and OR Committee Chair - major Northeastern medical center

  • The hospital CEO and the dean made it my responsibility to fix the OR without holding any other parties accountable.

    The hospital CEO and the dean made it my responsibility to fix the OR without holding any other parties accountable.

    Our anesthesiology program was greatly in deficit due to the staffing costs associated with a terribly inefficient OR. I was losing faculty and could not recruit to our program due to the imbalance of work-load and compensation package. Jerry brought facts and education. He assisted in mediating our relationships and educated us on how to move forward. The assistance Jerry provided me and my program assisted me not only to improve our present situation and be successful in my position but also to move on in my own career.
    Department of Anesthesiology Chair - then serving at a mid-Atlantic University program having moved on to Department Chair at a prestigious Southwestern University.

  • I moved to another CEO position and didn’t realize the disrepair our OR program was in until after I started.

    I moved to another CEO position and didn’t realize the disrepair our OR program was in until after I started.

    I lost the contact information and spent hours tracking them down after nearly ten years. They were there for me and assisted me through another difficult situation.
    CEO - Northeastern community medical center

  • Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations. . .

    Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations. . .

    My hospitals department of anesthesiology was falling apart due to stresses of the operating room. We lost a number of doctors and I feared losing my CRNAs because of our issues. "Jerry assisted me to bring stability to the anesthesiology program and his team improved OR efficiencies and general operations so that now we're able to recruit and retain highly skilled anesthesia staff."
    CEO - major Mid-Atlantic healthcare system

  • Jerry Ippolito’s team assisted our surgeons to realize that they must be part of developing solutions,

    Jerry Ippolito’s team assisted our surgeons to realize that they must be part of developing solutions,

    not simply to expect administration to provide them a perfect world. Now our surgeons and anesthesiologists are actively engaged, police themselves and have a higher level of satisfaction with our ORs being much more efficient.
    Surgeon and OR Committee Chair - major Northeastern medical center

  • Jerry, the services and education you provided my department and administration proved to be invaluable in resolving differences and developing solutions.

    Jerry, the services and education you provided my department and administration proved to be invaluable in resolving differences and developing solutions.

    Before we started the engagement I thought my anesthesiology department was going to implode; you spread oil on troubled waters.
    Highly published Chair of Anesthesiology - Midwestern University Hospital System

  • Our surgeons wanted to develop their own ASC until Ippolito and his team showed us that a community hospital OR can be as efficient as a surgery center.

    Our surgeons wanted to develop their own ASC until Ippolito and his team showed us that a community hospital OR can be as efficient as a surgery center.

    Surgeon satisfaction improved and the surgeons continued to support the hospital.
    Chief Nursing Officer - rural Midwestern community hospital

  • Their team made me feel good and part of the solution. . .

    Their team made me feel good and part of the solution. . .

    and never threatened in my position. I learned a lot and value the experience. I feel like we're friends.
    Director of Surgical Services - major Northeastern medical center

  • “I’ve worked with Jerry Ippolito for over fifteen years. . .

    “I’ve worked with Jerry Ippolito for over fifteen years. . .

    Not only has he always been there to guide me through challenging situations, but he is a person of the highest integrity I've met in the business world.
    Exec VP Operations - major Midwestern medical center