A productivity study.

Abstract

Although the study did not include all of the direct and indirect activities performed in the Processing Department, the study did provide data for the following conclusions. In analyzing the activities surrounding the collection of statistical data, it was determined that the manager was required not only to supervise, but to work in a staffing position. As a result, a supervisor was employed to assist the manager in supervising the daily operation of the department. This enabled the manager to fulfill the responsibility of overall direction of the Processing area. This study was a vehicle for building and maintaining pride and enthusiasm toward the achievement of high levels of performance in the department. The study was an instrument for establishing operational standards. By conducting a time study in each area, an exact amount of time required for decontamination, instrument processing and case cart assembly was determined. A specific time was determined for each activity, thereby providing a workload index. The study was the catalyst for developing an instrument manual with diagrams of instrument trays for increased accuracy and efficiency. Productivity studies play a significant role in establishing credibility between employee and employer in that both can establish mutual goals. Once performance is defined by measurable criteria, steps can be taken to focus on methods of improving productivity. By increasing efficiency and effectiveness, the department will attain "more bang for the buck."