B ED SPACE MANAGEMENT
specialist equipment is, and its state of readiness and availability, healthcare organisations can be helped to ensure that their own equipment is fully utilised before they spend on hiring in more. Working with one client in this fashion, in bariatric care, MTM introduced a simple refined process for equipment management that has resulted in a saving of £100k which is an annual spend reduction of 50%. The changes made have also improved patient access to specialist equipment by removing delays in equipment delivery. The bariatric care service was selected since a 24Hr delay in access to bariatric mobilisation equipment can result in patient length of stay (LOS) extending by two weeks. However, because of the demanding issues surrounding care of bariatric patients, this delay impacts on availability of two bedspaces and with an average LOS of 10 days impacts up to four patients.
Greater compliance (PPM) A major impactor on the efficiency of any PPM programme is the ability by the EBME department to gain access to the equipment. Even with mature medical equipment libraries in place within healthcare organisations, it can still be challenging to gain access to some equipment. This is due in part to the difficulties experienced by clinical staff in acquiring the equipment caused by the current siloed support services. By creating a team that has within it the skills to carry out every part of the equipment management process and which has available to it the tools necessary to achieve this, MTM can make a positive contribution to a healthcare organisation’s ability to meet its obligations under the MHRA guidelines for managing medical devices.
A new route for apprentices Bed space technology management is not just a way of increasing efficiency in the patient bed space; this service delivery method is also a mechanism which can be used to introduce new people into the profession of medical technology management.
MTM uses apprentices in the delivery of a bed space technology management contract since the elements of the contract provide an opportunity to train technicians in all the areas in which they will become involved throughout the course of their careers, including: l Health and safety. l Infection control. l Planned maintenance. l Clinical application. l Competency management. l Customer service.
In this way, the aim is to make a positive impact on the issue of EBME recruitment and retention. MTM is developing its own technician training programmes which will wrap around existing offerings from other training providers. This tailored approach is designed to deliver technicians with a more rounded outlook and a greater understanding of the end-to-end processes involved in managing medical technology.
A holistic approach to technology management
Access to the bed space team takes one phone call, the team takes the responsibility for the delivery of clean, functioning, serviceable equipment. The team will also confirm user competencies with the receiving nurses and deliver user training for each
item of equipment at point of delivery if necessary. They will also arrange for the hire of any specialist equipment required and the removal of it once treatment is finished. On patient discharge, the bed space team will remove every item of equipment from the bed space and arrange for the domestic team to clean the area. All equipment removed will be processed in the following fashion: l Equipment is cleaned and decontaminated, as necessary. This process is recorded in the equipment service history.
l Equipment is checked for correct functioning and to ensure that its PPM status is in date.
l Equipment is wrapped and stored clean and ready to use.
l Where equipment requires a PPM to be carried out, the bed space team either complete this work themselves or arrange for EBME to do so. The equipment is then be reprocessed and stored ready for use.
Ultimately, by creating a holistic system that proactively manages all equipment to be used in the patient bed space, MTM can reduce the impact of unnecessary non-clinical work on the nursing teams and, at the same time, increase a healthcare organisation’s compliance with CQC regulations and MHRA guidelines for equipment management. CSJ
About the author
Wayne Moore is the managing director of Medical Technology Management (MTM). Wayne founded MTM in 2018 with the mission of delivering service efficiencies that have a long-term positive impact on patient care. He is an expert in medical device management, quality systems, telehealth and systems integration and development. Wayne has 31 years of experience of delivering innovation and service improvements to the healthcare industry.
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WWW.CLINICALSERVICESJOURNAL.COM SEPTEMBER 2021
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