id	author	title	date	pages	extension	mime	words	sentence	flesch	summary	cache	txt
globalce-23	David, Yadin; Jahnke, Ernest Gus	Planning Medical Technology Management in a Hospital	2018	10	.pdf	application/pdf	5989	241	33	If we do then the hospital will be able to make informed decisions regarding deployment of new technology as well as monitor its utilization.3 The need for clinical engineering involvement in such a team became evident when the following problems were repeatedly encountered: • recently purchased equipment not sufficiently used • ongoing user problems with equipment • excessive downtime and ownership cost • lack of compliance with accreditation agencies and regulations • high percentage of equipment failing and awaiting repair • maintenance costs emerging as a large single expense • medical equipment upgrading, replacement, and planning are not intertwined • use errors and near-miss events A further analysis of these symptoms using a system performance analysis technique would likely reveal.13: • a lack of a central clearing house to collect, index and monitor medical technology performance for resolv- ing current issues and for future planning purposes • the absence of strategy for identifying emerging technologies for potential integration • the lack of a systematic plan for conducting technol- ogy assessment, thereby not being able to maximize the benefits from prioritization of the deployment of available technology • an inability to benefit from the organization’s experi- ence with a particular type of technology or supplier • the random replacement of medical technologies, rather than a systematic protocol based on a set of well-developed criteria • the lack of integration of technology forecasting into the strategic planning of the hospital • limited opportunities for interdisciplinary exchange between engineering-related and clinically-related professionals To address these issues a technology assessment plan was initiated with the following six objectives: (1) Accu- mulate pertinent information regarding decisions about medical equipment. However, in their attempt to improve allocation of resources to medical equipment, the majority of health care executives have been making significant capital expenditure decisions with growing involvement of clinical engineering expertise and cost- of-ownership information.3 The concept of management of capital assets is a far-reaching one that goes beyond merely acquiring or maintaining medical equipment and generally includes market-based demand forecasting as a method of estimating future demand for a health care organization’s services.4 Changing payment methodology and existing inventory operations and maintenance costs are important factors in planning the deployment of new equipment; these are management issues that merge together in the clinical environment.5	cache/globalce-23.pdf	txt/globalce-23.txt