PI 2 - Perspectives on radiology equipment management
PI 2 - Perspectives on radiology equipment managementFriday, March 3, 14:00 - 15:30 Room: M 2 Session Type: Professional Issues and Economics in Radiology (PIER) Topics: Radiographers, Imaging Methods, Professional Issues Moderators: B. Brkljačić (Zagreb/HR), P. Leander (Malmö/SE) Add session to my schedule In your schedule (remove)
1. To discuss the need for the regular renewal of radiology equipment.
2. To present controversies in public procurement of radiology equipment.
3. To discuss advantages and disadvantages of different types of procurement.
Advances in radiology equipment provide accurate and fast diagnosis, and offer new options for treatment guidance, thus improving the health outcomes and quality of life for the patients. The fast development of technology also resulted in accelerated technical and functional obsolescence of imaging equipment, consequently creating a need for renewal. Radiological equipment has a definite life cycle span and older equipment has a high risk of failures and breakdowns. The unavoidable decrease or loss of image quality renders equipment useless after the certain period. This may cause delays in diagnosis and treatment of the patient and safety problems both for the patient and the medical staff. European society of radiology is promoting the use of up-to-date equipment, especially in the context of the EuroSafe imaging campaign, as the use of up-to-date equipment will improve quality and safety in medical imaging. Reduction in radiation dose when utilising state-of-art equipment is of utmost clinical importance. Every healthcare institution or authority should have a plan for medical imaging equipment upgrade or renewal, since the equipment older than ten years is no longer state-of-the art equipment and the replacement is essential. Operating costs of older equipment will be high when compared with new one and sometimes maintenance will be impossible if no spare parts are available. Public procurement is another important issue in the renewal of equipment. Situation in Europe is very heterogeneous and often long and complicated procurement procedures hinder timely equipment renewal. The issues of different procurement strategies will be discussed.
1. To describe how a cost analysis of system utilisation can be performed.
2. To discuss how other factors than economical influence the utilisation.
3. To come to a reasonable common goal of utilisation between the radiological department and the public funder.
Medical imaging equipment utilisation needs to be optimised for managing capital equipment budgets. Health economics talk about scarcity and that economics are needed for the only reason of scarcity of resources. Cost analysis for imaging equipment is a straightforward analytic task. Fixed costs are mainly the initial investment and service contracts. Running costs are mainly personnel and contrast media (CM). Personnel costs are not fully proportional to worked hours, as early and late hours are more costly. For MRI and CT, CM costs are relatively small but for PET/CT this a substantial part of the exam cost. On the other hand, if cyclotron is in-house this may come into another situation. All together the different costs can be put down in spread sheets showing cost per exam in relation to operating hours. Other factors to consider are the willingness of personnel to work and the possibility to have the imaging facility open at non-office hours. Traditionally personnel in imaging departments work daytime beside their duty on call. There may be an educational challenge to explain why the funder/hospital have such an urge to open up scanners early in the morning and run them into the evening. In addition, aside ER imaging the departments are often not built to be open at non-office hours. All stated above need to be worked through to come to best practice and a reasonable compromise between the radiological department and the public funder.
1. To understand the basics of cost management.
2. To learn about optimisation in scheduling and patient involvement.
3. To present best-practice maintenance concepts.
Private companies tend to be more sensitive to cost and efficacy than community/government-financed service providers. It explains why several of the key focus points from management point of view, in their case, are cost management, optimisation in scheduling and patient involvement, and best practice maintenance concepts. The purpose of this lecture is to explain the paradigm shift in cost management from traditional cost management to total cost of ownership and optimization of company-owned inventory; from breakdown or corrective to preventive maintenance; from traditional to lean-based scheduling, workflow-optimisation and patient satisfaction-based management.