Professional Documents
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ABOUT THIS GUIDE THE EQUIPMENT LIFE CYCLE
Health Partnerships working in low-resource settings frequently This resource identifies ‘Assumptions’; expectations which This resource follows the Equipment Life Cycle as it is often After these two phases of preparation the third phase is
encounter challenges relating to medical equipment that might be valid for high-resource settings but which are not used in Healthcare Technology Management (HTM). The cycle the actual ‘Lifetime’. Starting with the training of users
can influence the success of their projects. These challenges necessarily valid for low – and middle-income countries is divided in 4 phases and 9 topics. and maintainers in Skill Development & Training, the daily
include a lack of functioning equipment, and other aspects of (LMICs). These are linked to ‘Mitigations’; potential ways to Operation & Safety for and by users, and Maintenance
The first phase ‘Planning’ consists of Planning and Assessment
what is called ‘Healthcare Technology Management (HTM)’. prevent setbacks and to improve the progress of the project & Repair mostly done by the Biomedical Equipment
of the needs in the healthcare facility appropriate to its
HTM concerns the management of the medical equipment life and the quality of healthcare in the LMIC. Some of the Professionals.
environment, the equipment users and patients, and Budget
cycle; from planning to purchase, installation, operation all the mitigations need the support of a technical expert, but many
& Financing in which the appropriate budgets are created and The last phase ‘End of Life’ is about Decommissioning &
way through decommissioning and disposal. can be done without additional resources.
estimated for purchase and the ‘cost of ownership’. Disposal of medical equipment.
This resource serves as a companion to the Making it Work
The second phase ‘Purchase’ contains Assessment and As indicated in the image, Create Awareness, Monitor &
toolkit, published by THET in 2013 and offers an overview of
Selection, covering how to decide which equipment meets Evaluate are constant throughout the life cycle. Creating
the steps of the equipment life cycle and ways for partnerships
the needs identified earlier. Specifications are written awareness with all participants, whether they are users,
to integrate these considerations into their projects.
and in Procurement & Logistics a tender is written, a less maintainers, administrators or politicians, is of great
complicated purchase is done or a donation is agreed upon. importance to improve systems and add to better biomedical
The responsibilities and practicalities around logistics are and healthcare practices. Monitoring and evaluating
prepared and executed. In Installation & Commissioning after contributes to keeping track of the equipment lifecycle, and
the equipment has arrived in the healthcare facility and should creates opportunities to review and improve processes and
be unpacked, installed, and commissioned. share successes and learning.
Planning and
Assessment
Operation Procurement
and Safety and Logistics
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Reactive Vs. Planned “An early intervention at Connaught Hospital was a full inventory of
Always Involve Local Technical Staff! all hospital equipment. We were therefore able to work with hospital
Purchase staff to redistribute existing equipment (much of which was needed but
Throughout this resource this symbol will indicate the suggested involvement of a Biomedical Engineer (BME) from
unused) and identify critical gaps.”
your UK trust. The added value of a BME in your team is well illustrated in case study 7 of the Donations Toolkit on p.71. Medical equipment is valuable and the
However the involvement of local technical staff in the destination institution should always come first. When no local purchase/tender process takes time. In the DR OLIVER JOHNSON,
technical staff are present, it is worth looking for a local contractor. UK equipment is mostly replaced before King’s Health Partners, Programme director King’s Sierra Leone
the old equipment is permanently out of Partnerships
service. The Biomedical Technicians know
when equipment reaches the end of their
profitable life (when the cost of repair
and down-time become too high), the
PHASE 1: PLANNING & ASSESSMENT users (doctors and nurses, but maybe also
cleaning staff) know when equipment lacks
functionality or speed. Before a tender
process is initiated an internal process
The assumptions and mitigations described below apply to both planning donations and locally takes place in which the hospital prioritises
purchased equipment. For detailed information on Medical Equipment Donations, see the the needs for the coming year(s). The
Donations Toolkit Chapter 1 and 2. users/departments make a request for a
new piece of equipment, the technicians
support the proposal with technical
• Coordinate with other agencies, the
Assumptions Mitigations background and the financial department
government and other hospitals. Learn
prioritises the request, which is then
Consider all the following when planning from others by finding out e.g. which
• Safe and stable electrical supply approved by the hospital director/direction.
how you will address Planning & organisations work in the same or
and clean running water is always Normally not all requests are accepted due
Assessment. similar hospital. Have they purchased
available, as are medical gases to limited budgets, but when the same
equipment? How is equipment
• Do a collaborative needs-assessment request is proposed e.g. two subsequent
• Supporting departments function normally planned and purchased?
(UK and DC partner, including technical years, the need is clear. This is called a
well and deliver quality controlled Often the Ministry of Health (MoH) is
staff, users and management) planned purchase.
outputs e.g. sterilisation and laundry in charge of centralised procurement
including an inventory check, or
departments and it is important to understand the In developing countries purchases (or often
creation of an inventory. Consider
• Data is available on which to base dynamics between the parties. donations) are done centrally by the MoH.
bringing a BME from your UK hospital
decisions on equipment purchases, to support this process For the role of the Ministry of Health in This can be a random process in which
like user and environmental medical equipment management see users and technicians not always have a say.
data, appropriateness to setting, • Do an infrastructure check; what is p.24 of the donations toolkit Purchases are often done after equipment
information from this and other available and what is working properly. has been out of service for a long time. For
Is there a non-electrical alternative • Consider both the patient journey and example: a district hospital’s X-ray is out of
hospitals
for the identified needs? Work with all factors of service delivery when service. It takes 6 months before a proper
• There is consensus on and robust equipment, plan a back-up (e.g. creating specifications diagnosis is made (no service engineer in
prioritisation of what is required. a generator) the country). It appears the tube is broken,
• Be prepared for reactive rather than
Users, maintainers, financers and and replacing a tube is a huge investment.
planned purchases. Create awareness
managers give their input and • Do additional purchases (e.g. water The machine is already over 20 years old
of expected lifetimes and long term
requirements are written with filter, air-conditioning unit) and attach and it is decided it should be replaced.
planning.
everyone’s agreement protective equipment like a stabiliser A request from the hospital to the MoH
or UPS to protect equipment from Although reactive purchases are often for a tender is done (in writing) and 3
• Long term plan (+budget) is in place
surges related to limited financial resources, months later the MoH decided to start
for equipment purchases
it is important to create awareness on a tender procedure. It is to be expected
See Understanding Power how working equipment is a source of
Supply Considerations on p. 44 of the that it takes at least 1 year to execute the
income. An Equipment Development tender procedures, accept a bid, place the
Donations Toolkit Plan can be found in Ziken’s guide 2 order, receive and install the equipment.
• For bigger projects it might be worth Chapter 7.1. This information should be The hospital in this example has to refer
bringing an electrician and plumber shared with hospital directors, financial its patient for x-rays for almost 2 years
to site to make basic infrastructure managers, procurement officers, users before having solved the issue. Referring
improvements and maintainers patients is inconvenient and leads to a loss
• Check if supporting departments in revenue.
are functional and effective and take
See Phase 4: Procurement for an example
action if necessary
of centralised procurement in the UK.
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PHASE 2: BUDGETING & FINANCING
Assumptions
More information on budgeting for “We use an ultrasound to identify
• Hidden costs are covered and planned medical equipment can be found in liver disease/cancer in patients,
for, e.g. maintenance, HR, training, Ziken’s Guide 2. Guide 6 covers the which is non-invasive, quick
consumables, replacements and acceptable to patients. This
financing of Medical Equipment.
• Financial management and rules are machine often broke down, due
understandable, available and applied to lack of care/maintenance
on the local site. Also, the high
• Budget is existent, usable and realistic
& implies responsibility/planning for
In Focus temperatures often contributed to
the machine malfunction. Without
the future The partnership between Guy’s the machine, accuracy of patient
& St Thomas’ NHS Foundation diagnosis was limited and it slowed
• Spare parts and consumables are the project down. The latter was
available for reasonable prices Trust, Arthur Davison Children’s
Hospital and Ndola Central due to the need to undertake a
Hospital in Zambia was set up in biopsy to diagnose disease. This
Mitigations 2009, focusing on improvement is invasive, disliked by patients
and requires a skilled surgeon,
of biomedical services in those
• Share the hippo model (see below). two hospitals reaching out to requiring additional resources
Create awareness and encourage other biomedical professionals to obtain confirmation of those
budgets to be created for the in the Copperbelt region as well. patients with liver disease. Lack of
equipment lifetime (Cost of ownership The lack of spare parts has been this data would limit the data and
estimated by 10% of purchase cost /yr) a challenge and focus for this effectiveness of the project.”
project. The Zambian government “We procured additional (back-
• Describe an equipment situation
has procurement regulations up) ultrasound machines to cover
to show that maintenance makes
that do not allow public hospitals for breakdown and had medics
economic sense
to order parts from outside the experienced in using/caring for
• Insist on transparent processes, for country (for example online). The the machine spend short intensive
example by proposing the use of the few Zambian medical equipment periods in Africa diagnosing the The hippo model
long-term Equipment Development suppliers present in the country patients. We also paid for regular
Plan and Core Equipment Expenditure triple or quadruple prices and machine maintenance/service to When purchasing (medical) equipment, care providers should budget and plan for all cost hidden under water level;
Plan as described in chapter 7.1 and are in somewhat of monopoly keep the machines active. Both Purchasing costs cover only a minor part of the total cost of ownership.
7.3 of Ziken’s Guide 2 position. The lack of competition solutions allowed diagnosis of
and market control allows them to The Hippo model is an alternative way of depicting the iceberg, which can be found on p.10 of the Donations Toolkit p.10
patients and sufficient data for the
• Clarify responsibilities & cost maintain this position. A potential project outcomes.”
allocation, encourage flexibility on solution that is currently being
allocations explored is to ask a local hardware DR D GARSIDE
store to order online and have a Imperial College London – Gambia
• Prioritise needs and link to available small commission. Often it is not partnership, Project Manager
budgets to create a feasible plan necessary to be a formal agent
• Make use of local/historical knowledge to be able to order spare parts.
& ownership e.g. local purchasing In the meantime cases should be
reported to the Ministry of Health
• Research the availability of spare to raise awareness and fight
parts, consumables, and maintenance for improvement of the current
services. Try to avoid importing parts situation and regulations.
yourself; the local system should be
encouraged and local economies
stimulated.
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PHASE 3: TECHNOLOGY ASSESSMENT When purchasing equipment there are roughly 4 options:
& SELECTION
– Plus +appropriate to setting (functionally and technically)
– Plus + good quality – Plus +not expensivec
– Plus + access to service, spare parts and consumables – Minus-unsure if the company will last (availability of spare
– Minus- expensive in purchase parts)
– Minus- difficult and expensive to maintain/repair – Minus- not as desirable as new equipment (wanting the
– Minus- more functionality than necessary ‘gold standard)
Assumptions Mitigations: • Check specifications on appropriateness
to setting and, during assessment, 2. Second-hand or manufacturer refurbished equipment The Donations Toolkit mentions several of these initiatives
include local productions or non- from big manufacturer
• All equipment is available to be • Pilot the equipment, visit the agents on p. 41 “Supplying Appropriate Technologies Designed for
profit equipment that is developed for – Plus +less complicated in use
purchased and within reach & you can or vendors, share information and Low-Resource Settings” and p. 81 for contact details
low-resource settings. Also consider – Plus +attractive price/quality
trial it before purchase experiences with other parties/hospitals
standardising the equipment; if all – Plus +Refurbished equipment might come with a 4. New equipment of inferior quality mostly produced in
(try available equipment in other
• Users know how to use equipment and public hospitals use the same brand guarantee for availability of spare parts and consumables Asia
hospitals, and look for existence of
are systematically educated equipment, it might be advisable to – Minus -not as desirable as new equipment (wanting the – Plus +not expensive
national standards (if not, use European
purchase the same. This helps to secure ‘gold standard) – Plus +fast delivery
standards), verify the reliability of
• What is advertised (equipment +service) access to service and parts. – Minus -no quality guarantees (CE/FDA)
vendors)
is available – Minus -access to service/spare parts
• Learn from the BMEs in your UK hospital – Minus -short life time
• Establish training needs, including basic
• You can trust the market to deliver awareness of safety and equipment care – Minus -higher level of break downs
equipment of good quality and safety See p.25 of the Donations Toolkit
• Check what local vendors can deliver for ‘Asking the right questions’ to
• Manufacturers or agreed agents are on, which timescale and what kind of understand whether the equipment is
locally present service they offer. Meet the vendors, appropriate to setting
check their facilities, and their
• Qualified and trained technicians are
reputation.
locally present
• Stick to FDA and/or CE medical marked
• Local spare parts stock is present
equipment. Do not fall for cheap “We standardised our BP, pulse,
• Honesty & ethics of manufacturer are options. Check if the Ministry of Health temp and sats monitors on the
strong has adopted standards and regulations wards, and bought the most
on medical equipment simple to use and maintain.”
• Consumables and spare parts continue
• Check which vendors are present in DR BIPLAB NANDI
to be available throughout the lifetime
of the equipment the country and if they are recognised Queen Elizabeth Central hospital
by the manufacturers. Think of service Blantyre, Malawi & Great Ormond
• Equipment fits the purpose and is support as well, check the presence of Street Hospital London, developing
appropriate to setting licensed service engineers. country lead
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PHASE 4: PROCUREMENT PHASE 5: INSTALLATION
& LOGISTICS & COMMISSIONING
Assumptions conditions and has access to service
provider Assumptions (directly training the technician). Often
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PHASE 6: TRAINING & SKILLS
DEVELOPMENT
Assumptions • Build motivation for the future, explain
how training can increase status and
respect Local Champions User Training “We try to teach the importance of
maintaining equipment when we
“We saw student nurses and
midwives trained in a lovely new
• People are used to working with
technology • Identify champions, train the trainer, are there, and produce guidance college, with excellent equipment
In every department, team or Biomedical Equipment
to guarantee continuation of training on maintenance on simple then going out to clinical areas
• People have had full medical training professional group you can find professionals are often not well
for new staff and repetition for current documents. We always take one and experiencing little equipment
and participate in/have access to champions. Potential champions respected in the hospital, due to
staff team member now who has better and what there is being of poor
continuous professional education are those who pay serious the invisibility of their work. By
understanding of the equipment quality or not working. This
• Repeat user training every 6 months, attention to the subject, who ask making the BMET responsible for
• Training is seen as good for skills and that we have introduced, such is demotivating for staff and
for changing staff. It is possible to the most questions and who want executing regular user training
prospects both at management level as the oxygen concentrators, unhelpful for patients. There are
include follow-up training in a tender, to talk to the teacher at the end (s) he/she has the opportunity to
and working on the floor and spends time with potential sparse supplies of oxygen for
e.g. 50 hours of training in the of the class. When you are looking make him/herself visible and to
maintenance champions at the example and so nurses in the
• Training is included in a tender and following 2 years. for sustainability of your training, spend some time on explaining his
hospital.” special care baby unit have to
executed by the supplier you should look for people who role in the healthcare system. This
• Explain to management the value of decide which babies get it and
can perform your training in only works with support from the FRANKIE DORMON
• Training takes place between training which don’t.”
the future. Identify a potential head of departments, the head of Medical Lead in Poole Africa
installation and taking the equipment champion and help him/her to get nursing and administrators.
• Give the BMET the responsibility for SANDRA PAICE
into service a champion status by providing
user training; let him/her join the Juba link Isle of Wight, Nursing and
• Training is repeated if needed vendor’s training. Collaborate with extra time with him/her, asking midwifery advisor
Head of Departments for planning and him/her to share or take over your
class, or even taking him/her to
Mitigations content.
lunch: rewarding their effort and
• Award trained people with a certificate creating a status that will support
Refer to Donations Toolkit Chapter 7 – them to perform training in the
putting the equipment into service, p.67 Ziken’s Guide 3 covers initial equipment
future.
training of users and maintainers training and Guide 4 covers user training
Consider all the following when planning
how you will address training and skills
needs.
• Include training in tender
specifications (describe needs), and
specify who should be trained for how
many days with what outcomes
• Cover essential safety and care before
putting equipment into service for
both maintainers and users
• Begin by doing an
assessment of current knowledge,
both for users as technicians. Consider
bringing a UK BME to identify the needs
• Create training that fits the local
needs. The materials and examples
used in the training should resemble
reality
• Ensure training includes assessment of
individual competencies
Coincidentally, the first cohort of the Rwandan BMET training in Kigali had the opportunity to spend a day with a representative of Zeiss,
training the technicians on the working principles and basic maintenance of microscopes. The students insisted on receiving a Certificate,
which was created, printed, and signed on the spot. The value of training is not only in increasing your knowledge, but also in having proof
of the trainings you’ve participated in.
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PHASE 7: OPERATION & SAFETY PHASE 8: MAINTENANCE & REPAIR
Assumptions • Create awareness around errors and
how we can learn from them. Avoid
Assumptions (e.g. users understand what to do with
broken equipment). Help to create
• Label all tools and test equipment
and inform management about them.
guilt and blame culture. Introduce In Focus visibility and encourage technicians to Nominate a person to be in charge of
• Training is followed, assimilated, • The environment in which the
anonymous reporting to be able to keep track of their work and successes, them and have others to sign them out
practiced, and knowledge shared Mariette Jungblut, an expert equipment is used is stable and known
track errors and create an investigation to be able to report to the hospital and upon return so that equipment
• Governance & training of trainers is in of sterile medical devices from (24h/24h).
structure director. Consider inviting a UK BME to are not easily lost
place the Netherlands, was teaching • Maintenance culture exists and is your team to cover this work
• Check if equipment is operational. about sterility and hygiene in a
• There is a safety culture and personal respected by the technicians, users
Bring or report malfunctioning South-African nursing college • See if the technicians make See Ziken’s Guide 5 for more information
protection is available and other staff
equipment to the BMET department. when she came across cleaners use of Planned Preventive Maintenance on Maintenance Management of
• The hospital is clean and hygiene is Remove faulty equipment from the • Technical staff present, trained and Schedules and if not, create them
that disinfect the entire hospital Medical Equipment.
highly respected workspace. know how to maintain and repair the for your most crucial equipment.
with chlorine. Chlorine is very equipment
• Patient Safety comes first, protocols • Consider reusable consumables and aggressive and not suitable to Instructions can be found in the Service
exist, are used and respected not single use. Verify the quality of the • Technical staff respected manuals
clean medical equipment or Service manuals are often missing
• People will say when they need sterilisation equipment e.g. mattresses with. Hospital • Preventive maintenance (PM) • Check what space and
schedules exist and PM is performed in developing countries’ hospitals,
training • Teach technicians or sterilisation staff mattresses are supposed to be tools the technicians have to perform
regularly and it’s difficult to find manuals
• Errors are reported and followed up how to clean, disinfect and sterilise watertight, to prevent body fluids maintenance and repair. In case of
online. However there are several
devices, and to verify whether to enter the foam, but by using • Technicians have access to an insufficient infrastructure, it is worth the
• Equipment present is working resources where we can find
autoclaves are working (measure chlorine, the cover becomes equipped workshop effort to create an inventory, identify the
• Single use consumables are disposed manuals:
pressure and Temperature cycles) porous and the mattress far • Technicians have access to spare parts, needs and write to the director/MoH.
after use. from hygienic. Her advice: stick See the Donations Toolkit p.45 for more The manufacturer, the UK
Ziken’s Guide 4 describes all elements on stock in the hospital or ordered in
• The sterilisation service delivers clean of daily operation and safety of medical to cleaning with soap and warm and spare parts are delivered within information on sourcing biomedical trust biomedical workshop,
and sterile devices. equipment water. Use chlorine only on floors, 24 hours if necessary engineering tools and test equipment Frank’s Hospital Workshop
walls or sanitary if it is soiled with • Check that supply chains for service the INFRATECH mailing list and
• Technicians have access to digital or
body fluid. Never use chlorine to support exist. Access to spare parts manuals collected by the French
Mitigations For more information on logistics disinfect medical instruments,
paper service and user manuals
• Technicians have access to and know is one of the biggest challenges for NGO Humatem.
because corrosion will destroy biomedical technicians in low-resource
For more information on using and
see the Donations Toolkit Chapter your instruments. Good hygiene how to use test equipment to calibrate Also see the Donations Toolkit
settings. Estimate in advance spare
maintaining equipment see the 5 and 6, and Ziken’s Guide 3 is cleaning with soap and warm and test medical equipment p. 44 “Getting the right service
parts and consumables needs, and
Donations Toolkit Chapter 7, p70 accurately describes all elements of water. • Users know how to use and take care manuals”
discuss budget needs and supply chain
• Plan for refresher training, Train the Procurement and Commissioning of the equipment
• Often Medical Equipment in
trainer, BMET to remind heads of developing countries is donated
departments to organise trainings.
Encourage briefings and debriefings Protocols Mitigations and manuals are not present.
Manufacturers are protective of their
for exchange of knowledge manuals and these are normally not
Medical guidelines or protocols are not For more information see the Donations
• Do safety checks eg: every 3 months, easy to find online. See box below for
always common in developing countries. Toolkit chapter 7; using and maintaining
train on awareness and safety available resources
Introducing best practices guidelines the equipment p. 70
practices. Check personal protection is • Consider bringing a UK BME
in trainings and distributing them/ • Prepare for environmental challenges,
available (e.g. gloves, face masks but with test equipment to check crucial
sticking them to wall helps staff to work e.g. humidity, dust and heat
also radiation protection items like equipment for safety and quality
consistently. The WHO has developed
aprons) • In case of a lack of technical staff, see
some useful tools as well, like the • Often equipment failure is caused by
• Organise training on sterility and if there is a way to create contractual
surgical safety checklist. user errors. Train the users to properly
hygiene. Check what products are obligations to support maintenance
operate the equipment but also to
used to clean. Do not only focus on the • Identify the technical staff, get an take care of the equipment. Most of
cleaning staff. Hygiene is a basic skill idea of their skills and knowledge and the weekly preventive maintenance
for everyone working in a healthcare encourage/organise training can be performed by the users (e.g.
setting. • Help technicians to nurses can clean filters)
• Introduce good practice protocols and structure their ways of working and
train the staff how to use them spread these principles in the hospital
• Encourage staff to identify their needs
with head of departments and other
leaders
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PHASE 9: DECOMMISSIONING & DISPOSAL MONITORING, EVALUATION & LEARNING
Assumptions Mitigations Make sure that monitoring and evaluation is on-going process by establishing the systems that you
will use to gather, manage and analyse data at the start of any project you undertake; do not leave
• Disposal channels are available for • Create awareness and share best data collection to the end of the project.
when equipment reaches the end of practices on disposal from the UK
its life Be clear from the outset what information you need and why so that you can plan your data collection systems accordingly with a
• Awareness-raising, explain the
• When disposing equipment the environmental impact clear rationale for your monitoring activities and to keep your efforts focused.
environment is considered Robust, well-thought out M&E processes will mean that the partnership can better understand what is working, what isn’t and
• Encourage hospitals to create disposal
• There are clear regulations on waste routes and raise awareness on ways to address challenges that arise. The information that your M&E system yields will be: a tool for programme and partnership
disposal Ministry level development, data to back up advocacy activities, and to raise the awareness of your work with key stakeholders.
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REPORTING FOR BMEs About the Author
Anna Worm is a biomedical engineer focused on training and THET is also grateful to the following reviewers; Andrew
equipment management in low- resource settings. Gammie, Fishtail Consulting Ltd, Robert Ssetikoleko - part-time
lecturer at Makerere University, Kampala, Uganda, Billy Teninty,
With an MSc in BioMedical Engineering from Delft University
In general, low- and middle-income countries struggle to procure, manage and maintain medical of Technology (the Netherlands) Anna set up a BSc in BME
Marc Myszkowski and Peter Cook - Clinical Engineer at Guy’s &
equipment. This is due to many factors, not least the lack of training and education opportunities St Thomas’ Trust in London
in Ghana at Valley View University (2007-2008), then joined
for technicians and a lack of spare parts (and consumables). Part of the solution to these two Philips Healthcare Interventional X-ray headquarters in the
Netherlands (2008-2011) before returning to Africa to become
challenges is to collect data. When technicians can prove there is a work overload and a structural This publication was funded through the Health Partnership
Country Manager for Engineering World Health in Rwanda
lack of spare parts there is a chance that directors and Ministries of Health will become more (2011-2013), where she successfully ran a BMET diploma
Scheme, which is funded by the UK.
aware, and will create budgets/priority for solutions; solutions like training people and facilitating programme. Since the end of 2013 Anna has worked as an Department for International Development (DFID) for the
access to spare parts. independent Biomedical Engineering Consultant for THET. Anna benefit of the UK and partner country health sectors and is
Lives in Benin, West-Africa. managed by THET.
The way to collect data is well described which they can present to the hospital Guide 4: How to Operate your
Any reproduction of any part of the Toolkit must acknowledge
in the 6 HTM guides we follow in this director to give visibility to their work, Healthcare Technology Effectively and
THET’s copyright. Copyright@THET 2015
resource. Some elements are creating, successes and struggles. In Rwanda, Safely
updating and archiving an equipment working on the administration side of the
Guide 5: How to Organize the
inventory and equipment history files, BMET job has proven very successful and
Maintenance of your Healthcare
which contain manuals, acceptance log many cases of improvement of status
Technology
sheets, planned preventive maintenance and success have been reported.
plans and work orders (to know the Guide 6: How to Manage the Finances
number of breakdowns and fixes or
equally if it is not possible to fix due to
Additional resources: of your Healthcare Technology
Management Team
lack of spare parts, and to be able to Guide 1: How to Organize a System of
track the equipment through its lifetime. Healthcare Technology Management
An example of a work order can be found http://resources.healthpartners-int.
in Ziken’s Guide 4 p208. Guide 2: How to Plan and Budget for co.uk/resource/how-to-manage-series-
Healthcare Technology for-healthcare-technology/
In general technicians do not like
paperwork and prefer to work with Guide 3: How to Procure and WHO resources http://www.who.int/
tools and equipment. However, the Commission your Healthcare Technology medical_devices/management_use/en/
relevance of these types of documents
to technicians is that it gives them the
opportunity to create a monthly report,
Framework/structure
Organizing a network of
HTM Teams (Guide 1)
P
d com rocure
g an 2) mis m
l a n nin (Guide sion ent an
P ng ing
g eti (Gu d
bud ide
3)
Chain of activities
in the equipment
life cycle
ma Mai and
nag nte on
em nan perati e 4)
ent ce ly o uid
(Gu Dai fety (G
ide sa
5)
Ensuring e ciency
Financial Management of HTM Teams (Guide 6)
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