By Al Gresch
Parts 1 and 3 of this series discussed 7 other best practices for using data and process to create value and recognition for your HTM department.
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How to Make Healthcare Technology Management a Strategic Asset – Part 2
Explore best practices — like LEAN PM — for using data and processes to create value and recognition for your healthcare technology management department.
How to Make Healthcare Technology Management a Strategic Asset – Part 1
How to Make Healthcare Technology Management a Strategic Asset – Part 3
4. Regulatory compliance and preventive maintenance (PM).
Deploy and document LEAN PM, recall and alert policies and procedures to support compliance and an Alternate Equipment Management program, with the objective of improving efficiency, productivity and uptime.
Implement PM scheduling:
- Implement a recall management process, and if possible, interface to your CMMS.
- Implement a library of reports for regulatory compliance audits.
- Develop PM schedule schema to optimize workforce, meet regulatory requirements and lay the foundation for an Alternate Equipment Management (AEM) Program.
- Develop a compliance handbook of standard policies and procedures for PMs and recall management, including documentation of PM scheduling guidelines and AEM overview.
- Identify PM procedures that should be standardized and implement these procedures as interactive checklists.
- Assess recall alerting services and implement an automated, closed-loop process for consuming alerts and issuing work orders.
Watch the Step 4 On-demand Webinar
5. Service performance management.
Ensure service level agreements with end-customers are met or exceeded by introducing a standardized business process system-wide, and tracking performance, with the objective of delivering exceptional service at a lower cost.
Develop and implement a standard, closed-loop solution for request assignment, distribution, escalation and fulfillment:
- Provide real-time visibility and accountability across the request fulfillment process via multiple avenues to keep everyone informed.
- Leverage key performance indicators to identify opportunities for continuous improvement – appropriate staffing levels, timeliness of work completion, operational cost reductions, etc.
- Develop Service Level Agreements (SLAs) with your “customers”.
- Develop a communication and training plan for your customers.
- Document processes and procedures for request assignment, distribution, escalation and fulfillment.
- Deploy wall-mounted monitors to show real-time service status.
6. Parts & supplies management and procurement.
Deploy and document an enterprise-wide parts inventory management system to track usage, automatically manage supply levels, and automate the procurement and receiving process, with the objective of lowering parts costs and reducing the amount of time spent ordering and managing parts and supplies.
Implement a centralized parts management system that provides visibility into the inventory across the enterprise:
- Automate par level management.
- Automate procurement and receiving with closed-loop to your ERP.
- Implement standard nomenclature for parts and supplies (part type, manufacture, p/n, suppliers).
- Implement basic policies and procedures for inventory management.
- Validate existing inventory and implement policies and procedures for inventory management.
- Implement parts kits for standard procedures (e.g., preventive maintenance).
- Automate procurement and receiving with closed-loop to key vendors.
Read How to Make Healthcare Technology Management a Strategic Asset – Part 1
Read How to Make Healthcare Technology Management a Strategic Asset – Part 3
Approved for 1 CEU by ACI
