RTLS Asset Management at UCSF Medical Center

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RTLS Case Study: UCSF Medical Center. Efficiently tracking location, status and movement of the hospital's mobile medical equipment.

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RTLS Asset Management at UCSF Medical Center

  1. 2. Real-time Location System (RTLS) Asset Management at University of California San Francisco Medical Center A Case Study: Efficiently tracking the location, status and movement of the hospital’s mobile medical equipment Presented by Jim Barnes, Director of OR Support Staff
  2. 3. Facts & Figures <ul><li>In top 10 of nation's academic medical centers </li></ul><ul><li>General acute care hospitals include Mount Zion, Moffitt-Long Hospitals, UC Ambulatory Surgery Center, UCSF Children’s Hospital and The Orthopedic Institute </li></ul><ul><li>Campus occupies approximately 24 acres </li></ul><ul><li>~750 inpatient beds, 47 operating rooms,1.75 million sq. ft </li></ul><ul><li>5,500 employees and an operating budget ~ $1.7 billion </li></ul>YOUR LOGO HERE
  3. 4. Why a Real-time Location System? <ul><li>UCSF Medical Center is dedicated to: </li></ul><ul><ul><li>Highest-quality , patient-centered care </li></ul></ul><ul><ul><li>Humanistic, cost-effective health services </li></ul></ul><ul><ul><li>A supportive work environment to recruit and retain the best people </li></ul></ul><ul><li>We believe RTLS helps support our values by </li></ul><ul><ul><li>Supporting efficiency and cost control </li></ul></ul><ul><ul><li>Increasing patient, surgeon and staff satisfaction </li></ul></ul><ul><ul><li>Assuring right equipment, right place, right time </li></ul></ul>YOUR LOGO HERE
  4. 5. RTLS Vendor Evaluation Process <ul><li>6 in-depth proposals presented representing numerous technologies; narrowed to 2 </li></ul><ul><li>On-site proof of concept demonstrating use cases of 9 different scenarios, including: </li></ul><ul><ul><li>non-disruptive installation during normal daily activities </li></ul></ul><ul><ul><li>tracking equipment at multiple locations across 1.5 miles </li></ul></ul><ul><ul><li>locating assets placed deep in metal storage carts within surrounding electronics </li></ul></ul><ul><ul><li>proving the accuracy of the location </li></ul></ul><ul><ul><li>proving the self-healing, self-calibrating network </li></ul></ul>YOUR LOGO HERE
  5. 6. RTLS Contracted Awarded: 2007 <ul><li>Awarded to San Diego-based Awarepoint </li></ul><ul><ul><li>ZigBee sensor network needs no hardwiring </li></ul></ul><ul><ul><li>Wireless sensors simply plug into electrical outlets to form network </li></ul></ul><ul><ul><li>Small, battery-powered tags are securely attached to assets </li></ul></ul><ul><ul><li>Assets tracked and managed using the web-based software, alerting and reporting tools </li></ul></ul>YOUR LOGO HERE
  6. 7. RTLS Project History <ul><li>Began in late 2007 </li></ul><ul><li>1,000 high value OR assets tagged including mobile PCs, transport monitors, GlideScopes </li></ul><ul><li>Network installation took only 4 days to complete </li></ul><ul><li>Within first weekend, 700 assets tagged, with remaining 300 tagged following weekend </li></ul>
  7. 8. Initial Value Drivers for RTLS <ul><li>Meet regulatory requirements necessitating halls be kept clear of equipment </li></ul><ul><li>Equipment storage facility 2 miles from the main hospital </li></ul><ul><ul><li>Staff reluctant to send equipment to storage without tracking system </li></ul></ul><ul><li>Equipment (especially anesthesia) often travels between 15 floors and multiple buildings </li></ul>
  8. 9. Additional Operating Room Benefits <ul><li>Need for OR equipment to be reliably retrievable within minutes including weekend and after hours shifts </li></ul><ul><li>Eliminate long delays looking for high-use items </li></ul><ul><li>Ability to rapidly find difficult intubation carts and other urgently needed items greatly enhanced </li></ul><ul><li>Clinical Engineering able to identify maintenance issues proactively </li></ul>YOUR LOGO HERE
  9. 10. The OR Need for Asset Management <ul><li>Multiple OR technicians used to go room to room at least five times daily to find equipment needed for another room </li></ul><ul><li>OR nurses lend equipment to other units, and equipment gets left behind </li></ul><ul><li>Surgeons walk off with equipment (e.g., headlights and the light source) </li></ul><ul><li>Even within the OR, equipment storage is decentralized </li></ul>YOUR LOGO HERE
  10. 11. Reflects total searches throughout facility. 24% are specific to OR Staff Our RTLS Search Trends: Last 4 Months
  11. 12. OR Staff Time Savings <ul><ul><li>Main responsibility of operating room technicians is preparation of the OR suites </li></ul></ul><ul><ul><li>Starting cases on time is important from both an efficiency and patient safety perspective </li></ul></ul><ul><ul><li>Mobile devices such as GlideScopes, transport monitors and computers on wheels (COWs) are especially difficult to track as they travel with patients and are borrowed by other departments </li></ul></ul><ul><ul><li>RTLS provides search efficiency equating to staff time savings to better accomplish these tasks </li></ul></ul>Total Searches Q1 24% Specific to OR Staff Minutes Saved per Search Total Hours Saved Q1 Equivalent FTE Benefit 11,733 2,815 25 minutes 1,173 2.44
  12. 13. Departmental Satisfaction <ul><li>Frustration with locating equipment in OR runs deep </li></ul><ul><ul><li>Impacts surgeon and nurse dissatisfaction and ultimately rests with OR techs </li></ul></ul><ul><ul><li>Prior to RTLS, when equipment was missing, OR technicians were unable to gauge time it would take to locate (might be down the hall or on the 10th floor and could take hours to locate) </li></ul></ul><ul><li>With RTLS, OR techs can see exact location and travel to equipment’s specific location, saving time and eliminating frustration </li></ul>YOUR LOGO HERE
  13. 14. Capital Redundancy: $ Savings <ul><li>Some pieces of OR equipment on preference cards are “show stoppers” (without equipment case cannot start) </li></ul><ul><li>Finding what you need when you need it is imperative </li></ul><ul><li>Administrators typically purchase excess inventory to ensure a sufficient supply - these redundant inventory costs can be significant </li></ul><ul><li>Now have tools to track the OR equipment and observe usage </li></ul>YOUR LOGO HERE
  14. 15. Equipment Replacement Costs Avoided YOUR LOGO HERE 2008 Equipment Description Average Cost Per Unit Total Quantity Avoided Avoided Replacement Cost Transport Monitors $28,000 6 $168,000 GlideScope $20,000 4 $ 80,000 2008 Total Replacement Cost Avoided $248,000* * Replacement cost savings repurposed to purchase latest equipment; e.g., upgraded Stryker Towers to HD video recording and monitors
  15. 16. Expanded Use: 2008 - 2010 <ul><li>Following success in OR, hospital-wide expansion to 7,750 assets tagged and multiple campuses </li></ul><ul><li>Steering committee now includes original OR and Materials Management teams plus Clinical Engineering, Nursing, Food and Nutrition, Maintenance and Facilities Managers </li></ul><ul><li>Assets now include campus-wide high value items and temperature monitoring tags </li></ul>
  16. 17. Clinical Engineering Assets Requested <ul><li>GE PDM Modules </li></ul><ul><li>Transport Monitors </li></ul><ul><li>Dialysis Machines </li></ul><ul><li>Prisma Flex Dialysis </li></ul><ul><li>Arctic Sun Hypo-hyperthermia </li></ul><ul><li>Infant Incubators </li></ul><ul><li>Infant Warmers </li></ul><ul><li>Feeding  Pumps </li></ul><ul><li>Medfusion Syringe Pumps </li></ul><ul><li>Pulse Oximeters </li></ul><ul><li>Pace Makers </li></ul><ul><li>Defibrillators </li></ul><ul><li>Sequential Compression Devices </li></ul><ul><li>Blood Warmers </li></ul><ul><li>Suction Pumps </li></ul>
  17. 18. Additional Campus-Wide Asset Categories <ul><li>Anesthesia Carts & Machines </li></ul><ul><li>Anspach Foot Pedals </li></ul><ul><li>Beds / Cribs </li></ul><ul><li>Bi Polar Systems </li></ul><ul><li>Blanket Warmers </li></ul><ul><li>CADD Legacy </li></ul><ul><li>Electrosurgical : Force Fx </li></ul><ul><li>Freezers / Refrigerators </li></ul><ul><li>GlideScope and Towers </li></ul><ul><li>Glucometers/HemoCues </li></ul><ul><li>Head Lights </li></ul><ul><li>Hotline Warmers </li></ul><ul><li>Instrument Tables </li></ul><ul><li>Mobile PCs </li></ul><ul><li>Specialty Carts / Video Carts </li></ul><ul><li>Spectralink Phones </li></ul><ul><li>Surgical Tables </li></ul><ul><li>Ultrasounds </li></ul><ul><li>Wheelchairs </li></ul>
  18. 19. Additional Opportunities to Maximize Savings <ul><li>Next Steps </li></ul><ul><li>Rentals </li></ul><ul><ul><li>Review Rental Contract </li></ul></ul><ul><li>Utilization </li></ul><ul><ul><li>Set Up Region Types on new maps for utilization and par levels </li></ul></ul><ul><ul><li>Idle alerts </li></ul></ul><ul><li>Shrinkage </li></ul><ul><ul><li>Create Exit zones and alerts </li></ul></ul><ul><ul><li>Missing alerts and workflow </li></ul></ul><ul><li>Stationary Assets </li></ul><ul><ul><li>Several dozen items haven’t moved in over 30 days </li></ul></ul><ul><ul><li>Should we take them out of service or reintroduce them? </li></ul></ul>
  19. 20. Questions? <ul><li>Jim Barnes </li></ul><ul><li>Manager, Operating Room Support Staff </li></ul><ul><li>UCSF Medical Center </li></ul><ul><li>[email_address] </li></ul><ul><li>James Barnes has 35 years’ experience working in hospitals and has been a Manager/Director for 25 of those.  His vast hospital experience includes directing/managing multiple departments including SPD, Materials Management and the OR. Barnes was recruited by UCSF nearly 10 years ago for his current position of Manager, OR Support Staff. His responsibilities include the staff and budget for the Anesthesia Workroom, Equipment Technicians, and the patient care assistants. Previously, he spent 15 years working in several hospitals in San Diego. He has a Masters degree in Organizational Management from the University of Phoenix. </li></ul>

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