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David and Jahnke: Planning Medical Technology Management in a Hospital

and comprehensive planning process for the adoption of
medical technology in hospitals is obvious. A mixture of Strategic
Planning
literature review and experience demonstrates that the
rationale for technology adoption is derived from the
following reasons:
Clinical Necessity Assets
Management Equipment
• meet or exceed medical standards of care Planning
• impact care quality or level
• effect on life quality
• improve accuracy, specificity, reliability, timing and/ Equipment
Procurement
or safety of interventions
and Integration Technology
Assessment
• change in service volume or focus
• response to community needs
• reduce errors or improve predictability of outcomes
Figure 1. The technology management process at the Texas
Management Support Children's Hospital.
• better or more effective decision-making protocol
for interventions Many hospitals are reformulating their technology
• improve operational and maintenance efficiency management process, which starts with the strategic
and effectiveness planning process, thus demonstrating clearer support
for the prescribed management of medical technology. It
• facilitate development of or current offering of service
is a process in which the understanding of the key issues
• reduce liability exposure
and the critical success factors are followed by a more
• increase compliance with standards or regulations defined task of resource allocation, and assignment of the

• decrease dependence on staffing and/or the skill responsibility for sustained improvement in technology’s
level of personnel, improve staff retention performance through attainment or progression toward
measurable technology utilization rate goals. This is a
• effect on supporting departments
planned process that may be unique for each organization
• improve return on investment or cash flow
and is essentially a prescription for the way to look ahead.
• enhances integration and knowledge sharing Although it may be different for every organization, all are
• improve patient throughput faced with the following five similar questions: What are
we? What do we want to be? Where are we going? What
Market Preference
will be our role? And, how will we do it?
• improve access to quality care
• increase customers’ convenience and/or satisfaction PlAnnIng And MonIToRIng THe
dePloyMenT of MedICAl TeCHnology
• enhance organization or service image
• improve financial or value impact As we developed our medical technology management
program model (Figure 1), adoption of the strategically
• reduce cost of adoption and ownership
prescribed norms took place, as well as the monitoring
• effect on market share in accordance with a well-thought-out plan, equipped
• improves community conditions with know-how from a multidisciplinary team of users,
• facilitate continuum of care and the implementation of an agreed-upon policy. The

27 J Global Clinical Engineering Special Issue 1: 23-32; 2018