EBME Forums Forums Management Medical Equipment Management The future of ebme

Hello Geoff,

I have never said that Biomeds need a degree. I think i was the one voice on the registration panel arguing that professional registration should stay voluntary. I have asked my staff to join the voluntary register 'just incase'.

I accept that there are experienced technicians / engineers who do not want to have compulsory registration. Whe i asked for a show of hands at the Philips Biomed event last year - 80% put their hands up AGAINST compulsory registration.

Hello Neil,
Thanks for your ideas. There have been a number of others coming in. (Some by PM). I suppose it is time for me to start putting the presentation together. Not long before i have to do the presentation.

Hello John, Yes getting back to the future of EBME departments then.

EBME departments have to become more cost effective as well as becoming more specialist in certain fields.

Sounds impossible but that is just what external managed equipment services do and make vast profits.

To do this we have to increase our staffing numbers by combining departments across Trusts making larger EBME departments with call centres directing the calls and fewer high up managers being responsible - hence where the cost savings come in. Couple this with greater economies of scale to increase equipment purchasing power and you really start getting those costs down.

The above managers would have to be more business savvy and manage as opposed to dabble with a bit of everything which may happen in smaller departments. Managing their suppliers to eradicate complacency will also reduce maintenance costs.

Lastly managing contracts for all external maintenance organisations within the Trust or Trusts will enable us as engineers to ensure they meet their contractual obligations, make better informed decisions on renewing future contracts based on previous equipment failures (i.e if reliable - go for a lower cover contract paying for repairs on an add hoc basis) or decide wether to bring in house.

I think that is plenty for you to get your teeth into there John. Good luck and keep us informed when and where you will be presenting your speach if you have not already.

Yes, David ... you're on the right track there. Not so sure about "vast" profits, though.

Here's some more "food for thought" ... the Zero Budget department that bills (the wards etc.) for each and every service requested.

I like the Zero Budget department model, but only works if finance actually transfer the money from the departments budget to the in-house service provider. Does this actually happen?

- A big issue for me is space. Your budget can be large if your department is efficient, but to provide and adequate service on-site requires suitable space. How many hospitals are willing to provide this and sacrifice clinical space?

Maybe the answer is for the workshop to be offsite in a nearby industrial area. You only come onsite for emergencies and servicing.

Just out of interest - how many of those people who are members of ebme.co.uk are from/represent externally managed equipment services(not fully fledged NHS bods)?

Geoff, me old mucker, that doesn't include you.

Cheers
Mark

I'm 'in house' myself (unfortunately) and I have to say that our Trust receives an excellent service from a few of its external contractors, some of which we couldn't match with the current recources provided.
My opinion is that EBME (or whatever acronym you prefer) should strive to provide an all round technical service wherever needed. Fair enough, comply with legislation, but don't use it as an excuse or a political football.

Well said, Ivor (but why "unfortunately"? ... just keep thinking about the pension, Mate).

JohnBhoy ... yes many NHS biomed departments are inadequately housed (but, there again, some enjoy excellent accommodation). But I wouldn't advocate going off-site. The great advantage you have (over outside contractors) is that you are on-site and able to respond rapidly. If you need more space, re-arrange your department to make it as efficiently laid out as you can. Others solutions could be putting the parts, manuals, bed repairs, a couple of the techs (?) etc. into Portakabins! Also consider satellite workshops, if you don't already have these. Otherwise stay as close to your prime customers (equipment users) as you physically can.

And don't worry, Mark ... someone will be knocking on your door real soon. You know it makes sense!

As I have never had the pleasure of working within the NHS, can you give me the scope of responsibility towards the medical equipment, are the EBME departments soley there to maintain equipment or do you have an input on purchasing and contractual decisions. Spent my whole career (if that is the correct term) on the road, mainly by plane actually abroad and as most people who have spent time abroad will know you are given a title and a job function that never matches that of the actual work performed.

Hi Neil
Cannot comment on other places but this department has an input into all the things you mentioned. I sit on a Committee where all requests >£5k are considered. It is made up of a Consultant from each area e.g. Medical, Surgical Labs etc. Somebody from Finance, Supplies and me. Before Geoff goes on about another committee, it only meets for one hour every other month and decides what is to be purchased from the budget. We have designed a form that is completed by the originator and has to be countersigned by Control of Infection and myself. this form is also used for medical devices that are < £5k. So I have an input into what is purchased and we have standardised on quite lot of equipment. As to contracts, they are all arranged by myself.

It's like the question you get asked at your appraisal -
"what do you feel you could do better"? Turn that on its head and you find yourself admitting that you're not working at your best.

With the advent of these private provider companies I don't think that it is wise to give them the ammunition to come a knocking.

Yes, some EBME dept's may need to be dragged into the 21st century, but that's a management role.

If we can get the right people as managers that would be a start.

IMHO,Taunton is now in a position to progress - the building blocks are now in place.

The only cloud on the horizon for us is the number of our technicians retiring in the next few years and all the knowledge that they take with them.

I personally now manage 2 people and I'm also getting involved with infusion device training - I train the trainers. The only trouble with taking on these new roles is that it takes me away from the tools. I'm not moaning though - it's a new challenge.

Cheers
Mark