Page 9 - Vol0_No02_2018
P. 9
David and Jahnke: Planning Medical Technology Management in a Hospital
be representatives of the user groups, support groups, this new responsibility: a responsibility for managing
medical staff, nursing, engineering risk management, the medical technology program within guidelines that
finance and administration. range from a strategic technology planning phase to the
Factors by which the equipment will be evaluated are planning for systems replacement.
selected, agreed upon, and a relative importance weight is
assigned to them. Devices that pass the engineering bench ConflICT of InTeReST
test are forwarded to the clinical evaluation stage, which The authors declare that there is no conflict of interest
must be preceded by user training that is provided to all regarding the publication of this paper.
shifts by the clinical engineering staff and/or the vendor.
During the clinical evaluation, the clinical engineer serves
RefeRenCeS
as a focal point for collecting users’ problems as an indi-
1. Sprague GR. Managing technology assessment and acquisi-
cation for a possible mismatch between the equipment’s
tion. Healthc Exec 1988;3(6):26–29.
real-life performance and user or system requirements.
2. Johnson RE. Forum: Scrap capital project evaluations. CFO
Following the evaluation, the clinical engineer collects
Mag 1988;1:May 1.
the users’ report documenting their experiences and
3. David Y, Maltzahn WW, Neuman MR, and Bronzino JD. Clinical
presents it to the committee for a recommendation, while
Engineering. Boca Raton, FL: CRC Press; 2003.
the cost accounting representative reviews the financial
4. Beech AJ. Market-based demand forecasting promotes informed
alternatives. Generally, to review financial alternatives,
strategic financial planning. HFMA 2001;1-2. Available at:
information is accumulated and developed into a capital http://www.findarticles.com/cf_dls/m3257/11_55/82394650/
equipment matrix that includes replacement cost, pro- p1/article.jhtml
jected retirement, replacement, upgrade, and associated 5. Pelnik TM. Improving product introduction through effective
life-cycle dates. Based upon input from clinical engineer- design reviews. Biomed Instrument Technol 2003;37(2):131–33.
ing, equipment is prioritized regarding their role in the 6. Fink R. Reality check for real options. CFO Mag 2001;1.
organization. This data is then compiled and provides a 7. Wagner M. Promoting hospitals’ high-tech equipment. Mod
useful determination of expected capital costs for future Healthc 1989;19(46):39–46.8.
capital budgets and can aid in the development of future 8. For the Record. Mod Healthc 1991;21(44):14.
strategic planning by providing specific costs by service 9. Agency for Healthcare Research and Quality. Health care costs?
component. Clinical planning thereby provides options why do they increase? What can we do? AHRQ Workshop.
for management in future years despite limited financial Los Angeles, CA; 2001. Available at: http://www.ahrq.gov/
resources. news/ulp/costs/ulpcosts.htm
10. David Y. Advanced Clinical Engineering Workshop Proceed-
A period of time after equipment has been installed,
ings, Havana, Cuba; June 2001.
for example between six and twelve months, a follow-up
11. Berkowitz DA and Solomon RP. Providers may be missing
study of actual operational costs, service problems and
opportunities to improve patient outcomes, costs. Outcomes
utilization indicators relative to projections is performed.
Measure Manage 1991;May/June:7–8.
This activity supports and becomes part of the equipment
12. Beech A. Market-based demand forecasting promotes in-
planning and continuous quality improvement program.
formed strategic financial planning. HFMA 2001;1–2.
Many good lessons are learned this way. It is also impor-
13. Stalhandske E. How to make the most of failure mode and effect
tant to review the implementation state and determine
analysis. Biomed Instrument Technol 2003;37(2):96–102.
if it can be further optimized the next time. The clinical
14. Bronzino JD. Management of Medical Technology: A Primer
engineer, from that point on, continues with managing
for Clinical Engineers. Stoneham, MA: Butterworth/Heine-
the other phases of the equipment life-cycle with proper mann; 1992.
attention to the planning for equipment upgrades, en-
15. Blair C. Hospital’s Medical Technology Evaluation Process.
hancements and replacement. The skills of the clinical Second Joint EMBS-BMES Conference. Houston, TX; 2002.
engineer are needed now, more than ever, to manage
31 J Global Clinical Engineering Special Issue 1: 23-32; 2018