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Maintaining equipment

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Maintaining equipment

  1. 1. EQUIPMENT MAINTENANCESOURCE: WHO Medical device technical series DR. N. C. DAS
  2. 2. WHY EQUIPMENT MAINTENANCEEra of cost intensive MedicareDemand for improved diagnostic facilitiesSophisticated equipments with modern technologySpectacular progress in development in surgical proceduresPhysicians are becoming more investigation orientedPatients expecting high quality careIntroduction of computer technology and Roberts in medical fieldMedical equipment is used for the specific purposes of diagnosisand treatment of disease or rehabilitationMedical devices are assets that directly affect human lives.They are considerable costly investmentsEquipment maintenance programme keep the medical equipmentin a reliable, safe and available for use when it is neededSuch a programme prolongs the useful life of the equipment andcost effective
  3. 3. OBJECTIVE OF MAINTENANCETo optimize utilization to obtain maximum return forcapital investedCost efficiency/cost effectivenessBetter utilization results in quick ‘Break-even point’Optimal patient handling and rapid turn overminimises costQuality patient care and satisfactionPatient as well as user Safety
  4. 4. SCOPE OF MAINTENANCEPlanning and implementation of a program of planned preventivemaintenance in r/o all the facilities / services under theirresponsibility.2. Ensuring that all the facilities, systems and services under the scope ofengineering services are well maintained and kept in a state of optimumoperational efficiency.3. Maintaining an up-to-date inventory of all the equipment availableand their distribution on the hospital.4. Maintaining an up-to-date history sheet for each and every /equipment unit in the hospital.5. Anticipating the requirement of commonly required spares andarranging for their adequate stocking.6. Ensuring that break down maintenance is prompt enough toensure uninterrupted services. This, however, does not includesophisticated / electronic equipment that should be better handled underthe arrangement by suppliers.7. Ensuring that the facilities / services coming under their scope are safeand hazard free.
  5. 5. EQUIPMENT MAINTENANCE PROGRAMEquipment maintenance program starts from Procurement and ends atCondemnation and disposal EQUIPMENT MAINTENANCE
  6. 6. EQUIPMENT MANAGEMENT SYSTEM 1. Organisation 2. Inventory 3. Selection and acquisition 4. Installation 5. Calibration/validation( initial and on going) 6. Maintenance 7. Trouble suiting 8. Service and repair 9. Computer soft ware 10.Condemnation and disposal
  7. 7. EQUIPMENT SELECTION CRITERIA Need assessment Use co-efficient Specifications not brand CIF destination Installation on turn key basis Warranty with spares Continuous supply of consumables Service contracts/ after sales services Training of staff Preparation/selection of site Power supply back up Good economics Supplies selection and purchase procedures
  8. 8. EQUIPMENT SELECTION CRITERIA 1.Utilization index Parameter to asses the productivity of service of an equipment 2.Use co-efficient index Use co-efficient= N/M x 100 N=average no. of hours the equipment is used per day M= Max no. of hours the equipment can be used per day >50% considered to be under utilized
  9. 9. COMPONENTS OF A MAINTENANCE PROGRAMME Maintenance Corrective . IPM maintenance PreventiveInspection maintenance
  10. 10. COMPONENTS OF A MAINTENANCE PROGRAMMEA maintenance strategy includes procedures forinspection, as well as preventive and correctivemaintenance.Inspections ensure that equipment is operatingcorrectly,Safety inspections ensure the equipment is safe forboth patients and operators,Preventive maintenance (PM) aims to extend thelife of the equipment and reduce failure ratesCorrective maintenance (CM) restores the functionof a failed device and allows it to be put back intoservice.
  11. 11. EQUIPMENT MAINTENANCE PROGRAMMEAn effective medical equipment maintenance programme consists of :- 1 PLANNING EMP IMPLEMENTATION MANAGEMENT 3 2
  12. 12. PlanningIt considers the financial, physical and human resourcesrequired to adequately implement the maintenanceactivities.ManagementOnce the programme has been defined, financial,personnel and operational aspects are continuallyexamined and managed to ensure the programmecontinues uninterrupted and improves as necessary.ImplementationUltimately, proper implementation of the programme iskey to ensuring optimal equipment functionality.
  13. 13. PLANNING PLANNING INVENTORY METHODS RESOURCESEquipments to be include i) Contracts with device i)Financial resourcesin the maintenance manufacturers, ii)Manpower resourcesprogramme. ii) Independent service iii)Physical resources organizations(ISOs), iii) A combination of both.
  14. 14. 1.FINANCIAL RESOURCES INITIAL COSTS OPERATING COSTSPhysical Space, tools, Operation, utilities,resources test equipment, maintenance, computer resources, calibration. vehicles.Human Recruiting, initial Salaries, benefits,resources training. turnover, continuing education.Direct NA Service contracts,maintenance parts and materials, travel, shipping.
  15. 15. 2.PHYSICAL RESOURCESI)WORKSPACE•It includes work benches and storage space for toolsand test equipment, repair parts and supplies, andequipment awaiting repair.•It also includes space for records and documentation,service and operator manuals, and access to whatevercomputer resources are required.•Inclusion of computer resources in the workspace isalso important to consider.•Basic documentation may be maintained with paperrecords•The use of a computer spreadsheet, databaseprogramme, or computerized maintenance managementsystem (CMMS)
  16. 16. II) TOOLS AND TEST EQUIPMENTInvestment in tools and test equipment results in reducedmaintenance costs.Increase the reliability of the readings, the accuracy of thecalibrations, and the margin of safety for the patients and staff,Basic test equipment includes a physiological simulator,safety analyser and some basic tools.III) SUPPLIESCleaning and lubricating supplies, need to be acquired insufficient quantities.  The manufacturers’ service manuals give cautions about using the wrong cleaning agents, which can damage labeling and the plastic surfaces of some equipment.
  17. 17. IV) SPARE PARTSSome times, it may be possible to forecast in advance whatparts need to be replaced and how often.By referring to the manufacturer’s guidelines.the problem ofobtaining replacement parts at a reasonable cost and in atimely manner can be possibleV) OPERATION AND SERVICE MANUALSIdeally, the maintenance programme will have an operation(user) manual and a service manual for each model ofmedical equipment.For donated equipment, when manuals have not beenprovided and due to the age or type of equipment areimpossible to access, the experience of the staff will be theprimary resource.
  18. 18. 3 HUMAN RESOURCESPERSONNEL SPECIALITY FUNCTIONEngineer Biomedical engineer or Management, specialized maintenance, clinical engineer supervision Other related fields of external service provider, needs assessment, (e.g. electrical engineer, planning, and user training. mechanical engineerTechnician Biomedical equipment Primary focus on specialized medical equipment technicians repair and maintenance. Other related fields (e.g. Preventive maintenance and repair of less electrical or medical complex equipment. technologist, polyvalent It is important that they receive specialized technician) training for high-risk medical devices.Service Engineer or technician Provide maintenance that cannot be performed inprovider house. They are product-oriented and specialized in a certain field.Engineering MBA/PGDMA Provide leadership for the maintenancemanagement programmestaff
  19. 19. MANAGEMENT
  20. 20. 1.FINANCIAL MANAGEMENTFinancial management for a maintenance programme focuses primarily ontwo tasks: i)Monitoring costs ii)Managing the budget.Costs are monitored by accurately documenting all of the time and expensesassociated with maintenance activities.2.PERSONNEL MANAGEMENTi)The purpose of personnel management is to provide support to themaintenance program mes human resources so that programme objectivesare achieved.ii)Work assignments should be made to match the skills of the technicalpersonnel and to promote efficiency.A. SERVICE VENDORSIt is often not possible to provide all maintenance services in house.In such circumstances, it may be necessary to make use of external serviceproviders for a significant portion of the maintenance activities.There are generally two categories of external service providers: i) Equipment manufacturers ii) Independent service organizations
  21. 21. B.SERVICE CONTRACTTYPE OF SERVICE FREQUENCY COSTAMC Internal staff provides Fixed charge initial response. Only service External staff follows up as provided and when required. Renewed every At least four visits a year yearCMC Varying response time CMC charges available as needed Service, minor spares and consumables freeFull service with parts Quick response available at Fixed Charge(WARRANTY) all times for maintenance and Parts to be5 to 10 years repair provided on payment
  22. 22. C. TRAINING For the safety of the patient and the user, proper training is critical for both the user and the technical staff. Self-study: •reading the equipment service and training manuals; • using additional self-study materials provided by the manufacturer; •using materials provided by a third party. One-to-one training provided by a more experienced person from inside the organization Manufacturer’s training programs •specifically designed for equipment technicians and provided by the Indian agent.
  24. 24. 3.OPERATIONAL MANAGEMENT1.SOPsProcedures are either selected or written Be well designed and easy to understand.• Clearly explain every step in the procedure.• Explain what test equipment is required.• Explain what the upper and lower limits formeasurements the biomedical equipment technician willtake.• Show how to replace parts.• Explain the required frequency of specific steps.• Provide recommended forms to be used for the IPMprocedure.• Be provided in the predominant major language of theregion/country.
  25. 25. 2.Setting IPM frequency•The frequency of IPM is specified by the manufacturer of theequipment•Period should be specified like Daily, Weekly, Monthly, Quarterly orAnnually.3.Prioritization of work•It is better to carefully identify the equipment in the health-care facilitythat is the most important to inspect and maintain, and schedule thiswork as a priority. 4.Keeping records( Log book)Identification number for the equipmentThe record for each device should include identifying data such as abrief description, manufacturer, model, serial number,Installation site, date of procurement and costData regarding the time and expense of providing scheduled andunscheduled maintenance services for the device and cost incurred.Cumulative expenditure on maintenance and repair.
  26. 26. 3.OPERATIONAL MANAGEMENT5.CMMS.Thus, a computerized maintenance managementsystem (CMMS) helps by:-•Keep track of past service events (e.g. IPM, CM,recalls, software updates etc.) and retrieve or printthem if needed.• Store IPM procedures and related information.• Schedule IPM procedures, change the schedule ofIPM procedures and print a summary list of what hasbeen scheduled.
  27. 27. CMMS• Print individual IPM forms with the appropriateprocedure, the past few service events (for reference),and the expected IPM completion date/ time.• Record and store the results of the IPM inspectionprocedures including tasks that passed or failed, themeasurements taken and the acceptable range ofmeasured values.• Record the CM activity including the problem with thedevice, time spent in the repair process, a description ofthe work done and the list of parts used.
  28. 28. Produce summary reports of:i).IPM completion rates;ii)IPM that failed and required repair work;iii) IPM actual versus expected completion times;iv) Inventory lists of equipment by 30 Medical equipmentmaintenance programme overview location, owner ordevice type;v)Repairs completed in a certain time period;vi) List of parts used to repair equipment over a certain timeperiod.
  29. 29. 6.CommunicationThe ultimate objective of a maintenance programme is toimprove patient care, there fore,iii)It is essential to develop strong working relationshipswith clinicians and to understand their needsiv)Take maintenance work according to their convenience.v)Send schedule of maintenance well in advance todepartments.7.Managing use and user errorA user may be unable to meet this objective due to ‘useerror’, a problemrelated to the use of a medical device which may be -fault in the machine -users incompetence.. The root cause of user error to be identified andcorrected.
  30. 30. 4.PERFORMANCE MONITORING1.Performance measures•Mean time between failures. The average time elapsedbetween failures.• Repeated failures. The number of failures within a specifiedperiod of time.Response time. The time between a request for service andthe start of repair.• Repair time. The time between the start and finish of repair.• Downtime. The percentage of time that a device is out ofservice.• Delinquent work orders. Work orders not completed within30 days
  31. 31. Performance improvement1. Always identify opportunities for improvement bycareful and thorough performance monitoring2. Identify best practices. These are actions that havebeen recognized within the profession as leading toimproved performance.3. Improve performance. Performance improvementprojects should be based on best practices.4.The aspect of performance selected forimprovement should be closely monitored until thedesired level of performance is achieved.
  32. 32. 5. IMPLEMENTATIONA. Inspection and preventive maintenanceMost IPM procedures are completed by technical personnel fromthe clinical engineering department.In some cases, however, routine and easy to perform tasks arecompleted by the user.The type of inspection the user might perform would be pre-useor daily checks, where required.Examples of this might be daily calibration of portable bloodglucose monitors, daily testing of defibrillators or checking thestandard calibrationof laboratory equipment.If the IPM activities or related repairs are not accomplished in acertain pre-defined period, by the authorised agent the workorder should be left open and the staff should inspect or repair thedevice as soon as reasonably possible.
  33. 33. B. Corrective maintenancei).Component level. Component-level troubleshooting andrepair isolatesthe failure to a single, replaceable component. In electricaldevices,mechanical devices, and for discreet Board level.ii).For electronic devices, it is common to isolate failures to aparticular circuit board and to replace the entire circuit boardrather than a given electronic component.iii).Device or system level. In some cases even board-leveltroubleshooting and repair is too difficult or time consuming.iv)In such cases it can be more cost-effective to replace theentire device or subsystem.
  34. 34. C. Environmental factorsi). Electricity failure, short circuit, high voltageii) AC failureiii) Inadequate water supply.D. Reportingi).For IPM activities, the technician typically has a detailedchecklist to follow in order to record the results.ii).Having such a checklist also serves as a reminder ofeach step in the IPM process and thus helps avoidskipping or overlooking specific steps.
  35. 35. E. SafetyThere are various safety aspects to consider whenimplementing a successful and effective maintenanceprogramme,iii)The safety of technical personnel while performingmaintenance,iv)Safety of the user following maintenance,v)Safety of the Patientvi)Infection spread.It is preferable to have PPE readily available within theclinical engineering department for hazardousmaintenance.Lastly, when working in the clinical environment,technical personnel should be aware of infection controlrisks that they might encounter.
  36. 36. CONSTRAINTS IN MANAGEMENTInadequate training of staffEquipment installed on turn key basis so that staffcan not do preventive maintenanceAfter sales services by supplier is not satisfactoryFacility for back up power supply some timesinadequateTime scheduling of the hospital prevent 24x7utilization of equipmentPoor Use co-efficientAwareness of the facility to patients sometimeslackingUtilization of the special facility or skill requires staffmotivation and cost to the patient
  37. 37. CONSEQUENCES OF POOR MAINTENANCE Only 50%-60%of equipment are in usable condition survey done by DOE (Deptt. Of Exp.)-in Delhi. High tech equipment worth Rs 50crore are lying idle in government hospitals in Delhi. Common factors contributing for wastage Purchase of equipment which is never used due to lack of technical expertise to maintain and use it. Reduce lifetime due to mishandling and lack of maintenance and repair. Non-availability of spares, accessories. Excessive downtime due to lack of preventive maintenance Change of Indian Agent.
  38. 38. CONDEMNATION Completed Life time( 7 to 10 years) Electronic equipments. Beyond economic repair (BER) Non functional and obsolete Functional and obsolete Functional but hazardous Procedure/ documents required for condemnation 1. History sheet 2. Recommendation of Maintenance Committee. 3. Condemnation committee recommendation to HOD. 4. Approval of competent authority for disposal and right off.
  39. 39. hospiad Hospital Administration Made Easy http// An effort solely to help students and aspirants in their attempt to become a successful Hospital Administrator. DR. N. C. DAS

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