Benchmarking Biomedical

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Comparing the efficiency and effectiveness of medical equipment repair programs in hospitals is a challenge. No two programs are the same. This presentation demonstrates a simple way to compare large, small, urban or rural hospitals.

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Benchmarking Biomedical

  1. 1. BENCHMARKING BIOMEDICAL Patrick Lynch plync i ch@GMI3.com Patrick K. Lynch, CCE, CBET m April 5, 2009 1 MD Expo (www.mdpublishing.com) Phoenix, AZ
  2. 2. Patrick Lynch plynch@GMI3.com i c m 2
  3. 3. Patrick Lynch plynch@GMI3.com i c m 3
  4. 4. Patrick Lynch plynch@GMI3.com i c m 4
  5. 5. Patrick Lynch plynch@GMI3.com i c m 5
  6. 6. Patrick Lynch plynch@GMI3.com i c m 6
  7. 7. WHY BENCHMARK? Patrick L Administration Lynch plynch@ Prove the value of a department compare to others in your network @GMI3.com identify areas for future improvement Self assessment Self-assessment Internal means for Clinical Engineering to evaluate to others in the field. 7
  8. 8. WHY BENCHMARK? (2) Staffing Patrick L Provides an alternative to the old FTE Model Lynch plynch@ Job Security demonstrates understanding of hi h l d tt d t di f higher level l @GMI3.com metrics and control of your responsibilities Pay Value of more productive employees and operations. operations 8
  9. 9. WHO NEEDS TO Size BENCHMARK Under 100 beds ? 100 to 300 b d beds 300 to 500 beds Patrick L 500 plus b d l beds Lynch plynch@ Metro / Rural @GMI3.com Large City Small city Rural Critical Access 9 Distance to city of 500,000?
  10. 10. WHO NEEDS Teaching eac g TO University BENCHMARK? Medical School (2) non-teaching non teaching System Patrick L SIngle hospital Lynch plynch@ SIngle hospital plus outpatient Multiple hospitals locally Multiple hospitals, multiple cities @GMI3.com Specialty vs. general hospital Cardiac Children's Child ' Surgical Cancer Psych 10
  11. 11. WHO NEEDS TO BENCHMARK? (3) Private vs. public Veterans Patrick L Private Lynch plynch@GMI3.com County @ 11
  12. 12. THINGS TO CONSIDER Cost cost of biomed program Customer Satisfaction Patrick L uptime Lynch plynch@ incidents overall satisfaction @GMI3.com customers clinical departments administration other support departments risk management 12
  13. 13. THINGS TO CONSIDER (2) () Regulatory Compliance Value Added V l Add d user training Patrick L annual required new employee Lynch plynch@ refresher operator special projects @GMI3.com building / expansion disaster plans committees EOC Infection Control Capital Equipment 13
  14. 14. WHAT TO MEASURE # of Beds # of Surgeries Patrick L # of Rad Rooms Lynch plynch@ # of ICU Beds # of monitored beds @GMI3.com # of medical devices Adjusted Discharges Value of Equipment Cost of Operations Uptime 14
  15. 15. WHAT TO MEASURE (2) () Failure rate # of workorders Patrick L # of PM workorders % on time ti Lynch plynch@ # of Corrective Workorders # closed @GMI3.com % closed hospital demographics Square Footage q g geography services public/private 15 urban/rural
  16. 16. THE MAIN PROBLEMS We are all different. 1. 1 We ask for information that does not exist. 2. Patrick L We haven’t decided what metrics matter haven t matter. 3. 3 Lynch plynch@ We haven’t decided what is the definition 4. of: @GMI3.com Unacceptable Poor Adequate Good Excellent 16
  17. 17. PROBLEMS Scope of services Anesthesia Laboratory Patrick L Imaging gg Lynch plynch@ CT MRI Nuclear Medicine @GMI3.com PET Radiation Therapy Ultrasound Dialysis Sterilizers Nurse C ll Call 17
  18. 18. PROBLEMS (2) () Where Wh Location in the US is often Patrick L cited as a complicator Contract or in-house Lynch plynch@ Geography - city or widespread Leader - BMET, engineer, @GMI3.com business Reporting Structure IT Administration Facilities 18
  19. 19. PROBLEMS (3) () Data Availability Cost of equipment not recorded Patrick L Documentation of Biomedical Activities not Lynch plynch@ recorded easy if all costs are in y @GMI3.com a single budget or a single contract 19
  20. 20. OTHER THOUGHTS/ FACTORS Length of time department in business g p Compare costs to other industries Patrick L Chargeback Structure Lynch plynch@GMI3.com Length of time manager in place CMMS @ 20
  21. 21. TRADITIONAL BENCHMARK CALCULATIONS: Patrick Lynch plynch@GMI3.com @ 21
  22. 22. Patri Lynch plync ick ch@GMI3.com m Service Value Ratio i STHE ANSWER 22
  23. 23. Patrick Lynch plynch@GMI3.com i c m SERVICE VALUE RATIO 23
  24. 24. Patrick Lynch plynch@GMI3.com i c m SERVICE VALUE RATIO 24
  25. 25. SERVICE VALUE RATIO IN ACTION FOR A SINGLE ITEM OF EQUIPMENT Cost of CT Scanner - $1,000,000 Patri Lynch plynch@GMI3.com Annual Service Contract - $150 000 $150,000 ick SVR = $150,000/$1,000,000 = 15% c m 25
  26. 26. SERVICE VALUE RATIO IN ACTION FOR A SINGLE ITEM OF EQUIPMENT Cost of CT Scanner - $1,000,000 Patri Lynch plynch@GMI3.com Annual Service Contract - $150 000 $150,000 ick SVR = $150,000/$1,000,000 = 15% c Cost of a thermometer - $400.00 Annual cost of all maintenance = $35 00 $35.00 m SVR = $35 / $400 = 8.75% 26
  27. 27. SERVICE VALUE RATIO IN ACTION DEPARTMENT FOR A SINGLE Patrick Lynch plync i ch@GMI3.com Cost of Equipment in Central Supply - $290,000 Annual cost of Maintenance - $20,000 m SVR = $20,000/190,000 = 6.90% 27
  28. 28. SERVICE VALUE RATIO IN ACTION CONTRACT FOR A SINGLE Patri Lynch plync ick Cost of Anesthesia Machines = $3,600,000 ch@GMI3.com Cost of Annual Service Contract = $432,000 SVR = $432,000/$3,600,000 = 12% m 28
  29. 29. SERVICE VALUE RATIO IN ACTION HOSPITAL FOR A SINGLE Patri Lynch plync ick Cost of Equipment = $113,000,000 qp ch@GMI3.com Annual Biomedical Budget = $5,200,000 SVR = $5,200,000/$113,000,000 = 5.13% m 29
  30. 30. SERVICE VALUE RATIO IN ACTION VENDOR FOR A SINGLE Patri Lynch plync Cost of Equipment (Patient Beds) = $12,000,000 $12 000 000 ick Annual costs from HillRom (contract + PM + parts) = $2,220,000 ch@GMI3.com SVR = $2,200,000/$12,000,000 = 18.5% m 30
  31. 31. SERVICE VALUE RATIO IN ACTION EQUIPMENT FOR A SINGLE TYPE OF Patri Lynch plync ick Cost of all Infusion Pumps = $2,400,000 ch@GMI3.com Annual sum of Maintenance costs = $ $264,000 SVR = $264,000/$2,400,000 = 11% m 31
  32. 32. Patrick Lynch plynch@GMI3.com i c m SERVICE VALUE RATIO 32
  33. 33. THE MAIN PROBLEMS ANSWERED We are all different. Use Metric that adjusts 1. for variables. We ask for information that does not exist. Patrick L 2. Use a Metric that uses FEW, easily accessible , y Lynch plynch@ numbers. We haven’t decided what metrics matter. 3. Always $$$$$$$$$$$ @GMI3.com We haven’t decided what is the definition of: 4. Unacceptable SVR greater than 15% Poor SVR greater than 12% Adequate SVR less than 12% Good SVR less than 8% Excellent E ll t SVR l less th 6% than 33
  34. 34. Automatically adjusts for differences in size, ADVANTAGES scope, contracts, outsourced. Easily E il accessible b any f ili ibl by facility Scalable - it applies and compares . . . single item Item List price Item Annual cost single manufacturer Patrick L Manufacturer List Price Manufacturer Annual Cost Lynch plynch@ single equipment type Equipment Type List Price Equipment Type Annual Cost single department @GMI3.com Department Equipment List Price Department Annual Cost single hospital Hospital Equipment List Price Hospital Annual Cost single system System Equipment List Price System Annual C S A l Cost 34
  35. 35. 1) LIST PRICE OF ALL ASSETS MAINTAINED Start with estimates and get more specific over time Patrick L Average list of every asset A li f Lynch plynch@ $12,000 Average list of each type @GMI3.com Infusion Pump - $5,000 Specific list of each model Alaris - $7,000 Abbott - $4,000 35
  36. 36. 2) ANNUAL COST OF MAINTAINING ALL ASSETS ) Include I l d ALL COSTS Include PM, repair, overhead, etc. Patrick L Examples- Lynch plynch@ Labor Benefits Training g @GMI3.com On-call Test Equipment Calibrations Outside Labor Outside parts Service Contracts 36 Secretarial and supervisory costs
  37. 37. DISADVANTAGES Patrick L Examines only costs Lynch plynch@ Simplicity may cause it to be rejected by @GMI3.com some 37
  38. 38. RESULTS Patrick L Lynch plynch@ 12% - 20% - MManufacturer C t t ft Contract @GMI3.com 9% - 15% - 3rd Party Contract 8% - 12% - Outsourced In-house 4% - 8% - In-house programs pg 38
  39. 39. THE NEXT STEP Write a paper defining the process. Conduct comparative studies to validate Patrick L t e et odology. the methodology. Lynch plynch@ Make adjustments as necessary. y @GMI3.com Promote to Biomedical field. Develop additional metrics for customer satisfaction, etc. 39
  40. 40. Patrick Lynch plynch@GMI3.com i c m SERVICE VALUE RATIO 40
  41. 41. Patrick Lynch plynch@GMI3.com i c m MAIN TOPIC 41
  42. 42. A REAL-LIFE EXAMPLE OF THE USE OF SVR TO ANALYZE A GROUP OF EQUIPMENT Patrick L Lynch plynch@ Let s Let’s examine all of our @GMI3.com Warming Blankets to see if we have any lemons. . . 42
  43. 43. Patrick Lynch plynch@GMI3.com @ 43
  44. 44. Patrick Lynch plynch@GMI3.com @ 44
  45. 45. Patrick Lynch plynch@GMI3.com @ 45
  46. 46. Patrick Lynch plynch@GMI3.com @ 46
  47. 47. Patrick Lynch plynch@GMI3.com i c m MAIN TOPIC 47

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