The project was carried out at 500 bedded Hospital on improvement of the biomedical waste compliance for a period of 3 months. Hospital was with G+6 floors with departments like: Emergency, Laboratory, Radiology, Pharmacy, OPD, ICU, HDU, CCU, NICU, PICU, Oat basement. The audit was carried out on the parameters like; Knowledge on segregation, Handling at point of care, Segregation at point of care/ ward, Transportation & handling and Disposal.
The adherence to the protocol was found to be 66% (baseline) and the nonfresher’s and don’t have any previous knowledge or experience on BMW segregation, Training was provided only during induction, No guideline displayed on instant rsufficient PPE’s at the POC. Mixing of waste of red and yellow bins, Bins were overflowing; Ampoules and needles are not discarded in the puncher proof container instead lying onampoules in the designated container and throws from a distance. Wastes are transported in buckets which in smaller capacity and overflows while transporting. The bins are usually draggedbags are transported unsealed. Puncher proof containers are opened and wastes are shifted to bigger buckets before handed over to agency. Reason being supply of puncher proof containers is limited due to unThe waste segregations area found to be smaller as compare to the amount of waste generated. The frequency of the collection by agency is irregular. The puncher proof containers are lying outside the designated area as no speciffor demarcated. The quality management tools like Dash-board, Histogram, Pareto, Fish Bone, CAPA, Gantt Chart was used in the project. The adherence has increased to 75% over 3 monthsintervals and daily briefing, display of guidelines at waste segregation area, regularization of PPE supply with budget allocation, supply of proper sized waste bins and transport buckets; after reviewing the waste quantity. Waist height platforms were created to keep PPC for easy reachimplement the system of “NOT TO OPEN SEALED PPCs” and demarked area for holding it, regularizing the agency visit from every alternate day to daily.PDF
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