Entity

Time filter

Source Type

Charlotte, NC, United States

Wang B.,ARAMARK Healthcare Technologies
Synthesis Lectures on Biomedical Engineering | Year: 2012

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. © 2012 by Morgan & Claypool. Source


Wang B.,ARAMARK Healthcare Technologies | Rui T.,ARAMARK Healthcare Technologies | Balar S.,ARAMARK Healthcare Technologies
Biomedical Instrumentation and Technology | Year: 2013

Patient incidents involving medical equipment are fairly common, but it is unclear how many of them are actually caused by maintenance omissions, i.e., improper or lack of scheduled and unscheduled maintenance. This question is important because hospitals have been allowed by The Joint Commission (TJC) to develop their own maintenance practice instead of following manufacturers' recommended frequencies and procedures. This study reports an attempt to estimate the magnitude of such incidents using the sentinel events database collected by TJC. Using worst-case assumptions, the estimates ranged 0.14-0.74 in 2011, which translates into .00011-.0006 per million equipment uses. These extremely low values were confirmed by a survey conducted by AAMI in which 1,526 participants reported no known patient incidents traceable to maintenance practice. Therefore, it seems unwise to mandate clinical engineering (CE) professionals to refocus their attention to manufacturers' maintenance recommendations versus active involvement in technology management and, especially, user training and assistance, to address the most frequent root causes of sentinel events. © Copyright AAMI 2013. Source


Wang B.,ARAMARK Healthcare Technologies | Rui T.,ARAMARK Healthcare Technologies | Fedele J.,ARAMARK Healthcare Technologies | Balar S.,ARAMARK Healthcare Technologies | And 3 more authors.
Journal of Clinical Engineering | Year: 2012

While debated for over 30 years, productivity and staffing continue to be a challenging topic for the clinical engineering (CE) community. At the core of this challenge is the lack of reliable indicators substantiated by actual data. This article reports an attempt to evaluate some traditional and newer indicators using data collected from 2 distinct sources. Results confirm early concerns that worked hours self-entered by CE staff are subject to misuse and thus should be avoided. In contrast, good statistical correlation was found for staffing data with several hospital indicators that are consistently collected and widely available. Good correlation with CE department indicators was more difficult to find, apparently because of the lack of reliable records and consistent accounting of all CE resources and expenditures. Although no single, easy-to-measure and easy-to-understand indicator emerged as a replacement for the worked-to-paid-hours ratio, it is shown that a multidimensional model can be built to benchmark productivity and staffing. Calculations from such a model are accurate, but not precise, so the results need to be interpreted carefully. With proper precautions, such comparisons can be used as a good starting point for a more detailed analysis of the differences that could reveal substantive causes such as service scope and strategy, organizational characteristics, and geographical challenges as well as opportunities for major productivity improvements.Copyright © 2012 Lippincott Williams & Wilkins. Source


Wang B.,ARAMARK Healthcare Technologies | Rui T.,ARAMARK Healthcare Technologies | Koslosky J.,ARAMARK Healthcare Technologies | Fedele J.,ARAMARK Healthcare Technologies | And 3 more authors.
Journal of Clinical Engineering | Year: 2013

Using the same methodology previously developed for evaluating maintenance strategies and inspection frequencies, a comparison was made between hospitals that developed and used their own, internal scheduled inspection procedures and others that followed procedures recommended by equipment manufacturers. The results show little, if any, difference in the maintenance outcomes, suggesting that using internal procedures is not undermining patient safety. If all hospitals are mandated to adhere strictly to manufacturer-recommended procedures, the additional cost has been estimated to be around $5 billion annually. Furthermore, it is foreseeable that this could result in more patient incidents. Clinical engineering professionals will be forced to curtail their support of clinical users, reduce participation in the integration of medical equipment data into the electronic health records, and withdraw assistance in the planning and acquisition of capital equipment, accessories, and supplies. The combination of higher costs, questionable benefits, and lower safety suggests this requirement should be carefully reconsidered by regulatory authorities. Copyright © 2013 Wolters Kluwer Health | Lippincott Williams & Wilkins. Source

Discover hidden collaborations