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In addition to being essential for safe and effective patient care,
medical equipment also has significant impact on the income and,
thus, vitality of healthcare organizations. For this reason, its
maintenance and management requires careful supervision by
healthcare administrators, many of whom may not have the technical
background to understand all of the relevant factors. This book
presents the basic elements of medical equipment maintenance and
management required of healthcare leaders responsible for managing
or overseeing this function. It will enable these individuals to
understand their professional responsibilities, as well as what
they should expect from their supervised staff and how to measure
and benchmark staff performance against equivalent performance
levels at similar organizations. The book opens with a foundational
summary of the laws, regulations, codes, and standards that are
applicable to the maintenance and management of medical equipment
in healthcare organizations. Next, the core functions of the team
responsible for maintenance and management are described in
sufficient detail for managers and overseers. Then the methods and
measures for determining the effectiveness and efficiency of
equipment maintenance and management are presented to allow
performance management and benchmarking comparisons. The challenges
and opportunities of managing healthcare organizations of different
sizes, acuity levels, and geographical locations are discussed.
Extensive bibliographic sources and material for further study are
provided to assist students and healthcare leaders interested in
acquiring more detailed knowledge. Table of Contents: Introduction
/ Regulatory Framework / Core Functions of Medical Equipment
Maintenance and Management / CE Department Management / Performance
Management / Discussion and Conclusions
Technology is essential to the delivery of health care but it is
still only a tool that needs to be deployed wisely to ensure
beneficial outcomes at reasonable costs. Among various categories
of health technology, medical equipment has the unique distinction
of requiring both high initial investments and costly maintenance
during its entire useful life. This characteristic does not,
however, imply that medical equipment is more costly than other
categories, provided that it is managed properly. The foundation of
a sound technology management process is the planning and
acquisition of equipment, collectively called technology
incorporation. This lecture presents a rational, strategic process
for technology incorporation based on experience, some successful
and many unsuccessful, accumulated in industrialized and developing
countries over the last three decades. The planning step is focused
on establishing a Technology Incorporation Plan (TIP) using data
collected from an audit of existing technology, evaluating needs,
impacts, costs, and benefits, and consolidating the information
collected for decision making. The acquisition step implements TIP
by selecting equipment based on technical, regulatory, financial,
and supplier considerations, and procuring it using one of the
multiple forms of purchasing or agreements with suppliers. This
incorporation process is generic enough to be used, with suitable
adaptations, for a wide variety of health organizations with
different sizes and acuity levels, ranging from health clinics to
community hospitals to major teaching hospitals and even to entire
health systems. Such a broadly applicable process is possible
because it is based on a conceptual framework composed of in-depth
analysis of the basic principles that govern each stage of
technology lifecycle. Using this incorporation process, successful
TIPs have been created and implemented, thereby contributing to the
improvement of healthcare services and limiting the associated
expenses. Table of Contents: Introduction / Conceptual Framework /
The Incorporation Process / Discussion / Conclusions
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