Improving Sterile Processing Operational Efficiency through Organizational Change.

Background: Sterile processing departments (SPDs) play a vital role in patient care through the safe and effective cleaning, inspection, sterilization, and distribution of reusable medical devices and surgical instruments. Failure in device processing may compromise infection prevention efforts and contribute to healthcare-associated infections. The increasing complexity of surgical instrumentation, particularly lumened and multicomponent devices, has increased the operational demands placed on SPD staff. Methods: A qualitative organizational improvement study was conducted in the SPD of a level 1 trauma academic medical center. Semistructured interviews were performed among 13 participants, including 10 SPD technicians, two SPD managers, and one operating room liaison. The study was guided by Kotter's organizational change model, systems theory, and appreciative inquiry. Interview data were analyzed using thematic coding, with participant-level frequencies calculated to quantify the prevalence of key findings. Results: All participants recognized the role of sterile processing in supporting patient safety and infection prevention. However, 77% reported inconsistent adherence to established procedures, particularly during periods of high surgical volume. Operational inefficiencies were identified by 92% of participants, with training gaps and workflow variation reported by 69% and 62% of participants, respectively. Concerns regarding leadership engagement and the sustainability of improvement initiatives were also reported by 62% of participants, suggesting mixed organizational readiness for change and the need for stronger alignment among frontline workflow practices, leadership accountability, and standardized improvement efforts. Conclusion: Standardized workflows, workforce education, and interdisciplinary collaboration may enhance SPD reliability and operational efficiency, while structured change frameworks may support the sustainability of improvement initiatives.