EBME Forums Forums Management Medical Equipment Management Equipment out of use

I think that an acceptable turnaround time for equipment that comes in for repair is 5 working days. (This is only possible with the correct resources).

I was wondering what other members think is acceptable?

That's a bit of a leading question, John. I would immediately have to say that it depends upon the kit in question (critical versus high population etc.). And (as you know) there may well be a contractual consideration.

I assume that you're thinking of run-of-the-mill kit coming into the workshop and taking its place on the "awaiting labour" shelf (that is, with no particular priority attached).

On a couple of contracts that I was involved with (out in Saudi Arabia), after n days of a particular item being down (with the clock starting when "they" raised the work order ... not when it was input into our magic system ... always a bone of contention), x amount was deducted (daily) from our monthly billing. Depending, of course, on the type of kit in question. There was a sliding scale, and I seem to remember that x-ray equipment carried the most frightening penalty. Myself, I quite liked this approach, as it helped the manager to see where resources needed to be applied (as in "juggled"). It also helped to motivate the "big bosses" following frantic phone calls to Riyadh (financial penalties being something they could clearly understand)!

Yes depending on the type of kit!

Yes depending on the type of resourses!

Yes depending the contractual obligation!

Generally I agree it can be done. It is productivity vs cost.

I think that this is a very good question, and to me it depends on what criteria "acceptable" is measured against. one criteria might be a QA/performance yardstick, another might be operational demands (and in my opinion they are not always the same thing)

For me Operational requirements (the sharp end) will always guide my priorities as long as I am allowed to operate that way. In other words if you fixing a piece of kit means the difference between an ITU bed closing down or not, you put in the extra hours to get the kit back on line, If it's a syringe pump that there may be a surplus of, Its less urgent.

Best wishes,

Paul

... not five days, then?

5 days may or may not be acceptable, it depends on the operational needs of the front line sevice. In our hospital I don't think we would have the man power to guarantee a 5 day turn around on every repair,this is one reason as technicians we are given freedom to prioritise our own work. Another point to consider is spares holding. Lead times on spares is often longer than 5 days, therefore to meet a 5 day dead line you would have to commit resources to maintaining a larger spares holding.

Best wishes,

Paul

I wasn't aware that there was a time limit on repairs to be honest.
That's probably because our guys are very good at prioritizing the gear sent to them.
We never seem to have to wait for more than a couple of days at most and if it is any longer, they contact me and let me know why and give me an approx time scale.
More often than not, the reason is out of their hands, (Exergen thermometers for eg, 6 weeks as they have to go back to the US)
Well, you learn something every day don't you!
Full credit to EBME chaps in Blackpool.

I guess as always this issue comes down to money and space. To stock enough equipment to offer this service on all equipment would require a well managed stores of a considerable size. The inventory cost would be unrealistic for a single trust to justify.

How many ebme departments have a dedicated storeman - I would guess none.

How many ebme departments would be put under pressure from finance if your inventory stock is over say £100,000 - I would guess 99%.

I think you have to manage your 'customers' expectations by issuing every device a standard turn around time. You then only need to contact them if there is a delay or the equipment is ready.

You cannot effectively monitor your performance without SLA's, afterall, every MES has to have SLA's for good reason so why not us.

We can all see the common issues we face and as much as we want to turn it around in the best possible time. There is always manpower (workload and job assignment), stock level issues and and what exactly need to keep (essential spare I believe)and for which category of kits.

To turnaround in 5 days is possible (part replacement needed) if you have the replacement parts available else you will have to rely on the vendor's support. Most of the time, vendor is equally concerned with cost overhead though they may promise you to keep all essential spares when buy them but the fact is most of the time they have to place your order with the manufacturer and that normal takes about 2 weeks. We try to shorten the waiting time flying in by courier ( 3 - 5 days)if ex-stock is available (spending more than usual). Turnaround time is endless if you have don't have the right resources and a system to manage your stock level and also managing the vendors.

I still would ask the question why are we focusing on turn around times, rather than operational needs? The 5 days (or any time frame for that matter) seems to me meaningless if not viewed against service needs. I realise that managemaent have to have tools to measure performance and efficiancy with, but a fixed time frame doesn't seem to have any bearing on what is going on operationally on a day to day basis. In my opinion management should observe from a distance and let the guys on the ground decide if a turn around time is appropriate or not, because if it isn't appropriate management will soon be made aware.

Best wishes,

Paul.