Technation - May 2016

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VOL. 7

EMPOWERING THE BIOMEDICAL / CE PROFESSIONAL

MAY 2016

14

Company Showcase Pronk Technologies

24

Versus Technology

40

In Memorium Mike McCoy

88

MedWrench Bulliten Board Industry Resources for Medical Equipment Professionals

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TECHNATION: EMPOWERING THE BIOMEDICAL / CE PROFESSIONAL

52

THE ROUNDTABLE : ENDOSCOPES Endoscopes continue to be a popular topic in the health care industry. We asked our expert panel to weigh in on all things endoscope, including the latest technologies and what to look for when purchasing devices.

Next month’s Roundtable article: Nuclear Medicine

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GUIDE TO AAMI 2016 CONFERENCE AND EXPO TechNation has the inside scoop on the AAMI 2016 Conference & Expo set for June 3-6 in Tampa, Florida. The event provides a wealth of knowledge, networking opportunities, new device insights and a great education component. The expo portion will feature more than 200 medical equipment manufacturers and service providers.

Next month’s Feature article: Seccession Planning

TechNation (Vol. 7, Issue #5) May 2016 is published monthly by MD Publishing, 18 Eastbrook Bend, Peachtree City, GA 30269-1530. POSTMASTER: Send address changes to TechNation at 18 Eastbrook Bend, Peachtree City, GA 30269-1530.

TechNation magazine is dedicated to providing medical equipment service professionals with comprehensive, reliable, information concerning medical equipment, parts, service and supplies. It is published monthly by MD Publishing, Inc. Subscriptions are available free of charge to qualified individuals within the United States. Publisher reserves the right to determine qualification for a free subscriptions. Every precaution is taken to ensure accuracy of content; however, the information, opinions, and statements expressed in the articles and advertisements herein are those of the writer and/or advertiser, and not necessarily those of the publisher.

MAY 2016

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9

INSIDE

Departments PUBLISHER

John M. Krieg

VICE PRESIDENT

Kristin Leavoy

ACCOUNT EXECUTIVES

Warren Kaufman Jayme McKelvey Andrew Parker

ART DEPARTMENT

Jonathan Riley Jessica Laurain Kara Pelley

EDITOR

John Wallace

EDITORIAL CONTRIBUTORS

Roger Bowles K. Richard Douglas Patrick K. Lynch John Noblitt Todd Rogers Manny Roman David Scott Cindy Stephens Karen Waninger Steven Yelton

WEB DEPARTMENT

Betsy Popinga Taylor Martin Adam Pickney

ACCOUNTING

Kim Callahan

CIRCULATION

Lisa Cover Laura Mullen

EDITORIAL BOARD

Eddie Acosta, Clinical Systems Engineer at Kaiser Permanente Manny Roman, CRES, Founding Member of I.C.E. Karen Waninger, MBA, CBET Robert Preston, CBET, A+, 2014 Salim Kai, MSPSL, CBET, Clinical Safety Engineer University of Michigan Health System James R. Fedele, Director, Biomedical Engineering Izabella Gieras, MS, MBA, CCE, Director of Clinical Technology, Huntington Memorial Hospital Inhel Rekik, Biomedical Engineer, MS, Clinical Engineer

P.12 SPOTLIGHT

p.12 Department of the Month: Novant Clinical Engineering at University Health p.14 Company Showcase: Pronk Technologies p.18 Professional of the Month: Izabella Gieras p.20 Biomed Adventures: Going the Distance p.24 Versus Technology: Choosing the Right RealTime Locating System

P.28 INDUSTRY UPDATES

p.28 News and Notes: Updates from the HTM Industry p.34 ECRI Institute Update p.36 HTMA-GA p.38 AAMI Update p.40 In Memorium

P.43 THE BENCH p.43 p.44 p.46 p.48

Biomed 101 Tools of the Trade Shop Talk Webinar Wednesday

P.72 EXPERT ADVICE

p.72 Career Center p.74 Ultrasound Tech Expert Sponsored by Conquest Imaging p.76 The Future p.78 Tech Savy p.80 Alan Moretti p.82 Roman Review

P.84 BREAKROOM

p.84 Did You Know? p.86 The Vault p.88 MedWrench Bulliten Board p.90 Index Like us on Facebook, www.facebook.com/TechNationMag

MD Publishing / TechNation Magazine 18 Eastbrook Bend, Peachtree City, GA 30269 800.906.3373 • Fax: 770.632.9090 Email: info@mdpublishing.com www.mdpublishing.com

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DEPARTMENT PROFILE Novant Clinical Engineering at University Health in Augusta

By K. Richard Douglas

O

nce a year, golf fans are treated to one of the most storied events in golf history. Played at the Augusta National Golf Club, The Masters brings together some of the greatest golfers for an invitation-only event. Since the first tournament in 1934, the event has focused attention on the beauty of Augusta, Georgia, with its towering pine trees, azaleas and dogwoods.

The county of Richmond is served by the University Health Care System, anchored by University Hospital in Augusta. The hospital opened its doors originally in 1818 before going through several incarnations that led to its current location in 1970. Today, the hospital campus includes the Heart and Vascular Institute and office buildings that house more than 600 private practice physicians. It is one of the city’s top five employers.

Maintaining and repairing University Health’s 10,000 pieces of medical equipment is the Novant Clinical Engineering Department. The department, using a shared service model, provides this service to the 581-bed University Hospital of Augusta, 25-bed University Hospital of McDuffie as well as multiple ancillary clinics.

The clinical engineering team includes Ben Lewis, MBA, CHTM, Director of the Clinical Engineering Management Program (CEMP) for Georgia and Florida for Novant Health; Ed Desmond, MPA, CRES, Manager of the Clinical Engineering Management Program at University Health; Kerry Wooden, BMET I; Danny Gordon, BMET II; Tester Lewis, BMET II; Stephen Taul, BMET II; Mark Usry, BMET II; and Don Barker, Senior Imaging Engineer.

“University Health and Novant Health have partnered in Clinical Engineering

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through a program called Novant Health Shared Services,” Lewis explains. “This has been a great partnership and has allowed us to find savings through contract reduction because of Novant Health’s large clinical engineering talent pool.”

According to Novant Health, in the search for more efficiency, the benefits gleaned from a shared service model include access to “best practices, economies of scale, operational efficiencies and key learnings.”

“We have in-house specialists at University Health for modalities such as imaging, dialysis, ventilators, and more,” Lewis says. “We also have specialists that are shared within Novant Health CEMP network that fill the gaps by training them in specialties that do not require full-time positions at every facility, like sterilizers, injectors, nuclear medicine, imaging, and anesthesia, which allows these team members to keep a full-time focus on their specialized modality. This lets us make the most of our education dollars and keeps our specialists very experienced in their respective areas.”

Novant Health is a not-for-profit integrated system of 13 medical centers and 1,200 physicians in 500 locations, according to their website. Based in Winston-Salem, North Carolina, the health system includes 25,000 team members. In addition to clinical

equipment management, other shared service offerings include supply chain and purchasing, hospital management, service line management, revenue cycle, and consulting.

This shared service model focuses on bringing more maintenance in-house.

Lewis says that their specialists travel throughout the Southeast so that they can be shared among facilities to reduce costs.

“What I like about our program is that you don’t have a biomed who works on injectors 20 percent of the time. You have a biomed who works on injectors 100 percent of the time,” Lewis explains. “For anesthesia, it’s the same way. Often, when you have a modality specialist like an in-house anesthesia engineer, it might not be 100 percent of his or her job. Whereas with our specialists, who travel throughout the region, that’s 100 percent of their job and I believe that puts their engineering skill set on a par with any OEM.” “Novant Health CEMP, headed up by Alan Koreneff, Vice President of Clinical Engineering Management Program, believes in investing in model-specific education, allowing us to bring many repairs and maintenance contracts in-house, without compromising quality of service,” Lewis adds.

A FOCUS ON COMPETENCY Inter-departmental cooperation is high on the list with the Novant/University

The members of the Novant Clinical Engineering at University Health in Augusta are, from left, Ed Desmond, Mark Usry, Stephen Taul, Tester Lewis, Danny Gordon, Kerry Wooden, Don Barker and Ben Lewis.

Health CE team. The realities of a networked hospital are fully embraced.

“IT and Clinical Engineering have an increasing amount of cross-over work.

We have begun working with the IT departments an increasing amount as time goes by,” Lewis says. “Nurse call, patient monitoring, and even IV pumps all run off of the IT network, so the collaboration between the two departments is constantly increasing. We work with IT as new networked medical devices come on board and throughout its life cycle to ensure that we have operational and secure devices that are ready for patient care.”

“The department has kept busy with many projects, including a large IV pump upgrade, a new nurse call upgrade, consultation of equipment needs for construction projects, patient monitoring expansions, and the list goes on. I’ve never felt like we didn’t have enough to do,” Lewis explains.

The nurse call upgrade is an ongoing project.

“We take care of the nurse call, but it’s a partnership with IT and Plant Engineering as well,” Lewis says. “We sit in on implementation meetings as a

committee and gather information for the hospital’s upcoming needs. We work with the nurse call provider and with IT as we de-install our outgoing system to make sure that other areas of the facility are not affected. In the networked world that use work in today, the times of departments working in silos is over.

Communication and teamwork with other clinical support departments like IT is not going to go away. It is important that we recognize that we must be able to keep up with the extremely fast changes in technology, and that is going to take creating a focused partnership approach with other departments.”

FINDING AND NURTURING TALENT As with so many other HTM departments, one of the biggest challenges for this team is finding the right new members to fill a specific need.

The department is interested in getting the most skilled professionals to leverage those skill sets to their best advantage.

Lewis says that the shared service model is working well at University Health. Keeping more service in-house and training the existing HTM

professionals has been a winning approach.

Much of that activity is because of the ability of team members to tackle a wide array of repairs.

“We have a generous annual training budget. We train with both OEM and third-party sources and courses are selected based on both the financial and customer impact that they can make,” Lewis says.

“It is a tremendous opportunity and pleasure to be a team member of Novant Health CEMP. The leadership invests in the people, often promotes from within, and believes in the program and people of Novant CEMP,” he says.

“Throughout my career, I have seen systems that were afraid to spend money on education for their engineers for fear that it would create turnover by way of the engineers leaving for other jobs after their training,” Lewis adds. “I have found that not to be true at all. I believe that we have a very good retention rate because we invest in our team members, not in spite of it. I am quite proud to be a part of Novant Health CEMP.”

SPOTLIGHT

PRONK TECHNOLOGIES Serves the HTM Industry

P

ronk Technologies started more than 11 years ago shortly after founder Karl Ruiter asked biomedical engineers at a California Medical Instrumentation Association (CMIA) meeting how a test equipment manufacturer could make their jobs easier.

He learned just how much of a need there was for portable, durable, easy-to-use products. With this idea in mind, he developed the SimCube® NIBP simulator. The product was very well received by the HTM community.

Ruiter’s experience was a life lesson that the best ideas often come from the people who use a product day in and day out. Pronk Technologies continues to reach out to its customers and strives to meet their evolving needs. It has proven to be a very successful strategy.

We recently interviewed Greg Alkire, VP of Sales and Marketing, to fi nd out more about Pronk Technologies, its products and what we can expect in the future.

Q:

GREG ALKIRE

WHAT ARE SOME ADVANTAGES THAT YOUR COMPANY HAS OVER THE COMPETITION? ALKIRE: A hallmark of who we are is that we design and manufacture all our products at our production facility in California. This enables us to have complete control of the manufacturing process, implement changes quickly and maintain a high level of quality control. Our products are also designed tough enough to withstand being dropped 50 times from 3.5 feet and still function properly.

Q:

WHAT ARE SOME CHALLENGES THAT YOUR COMPANY FACED LAST YEAR? ALKIRE: One of the challenges all manufacturers have is dealing with parts obsolescence. We don’t want to

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VP of Sales and Marketing

put our customers in a position of owning a product that becomes obsolete. Our philosophy is to always ensure our products are serviceable for many years beyond our standard four-year warranty. This is transparent to the customer, but behind the scenes we work very hard updating our designs to support new parts to ensure the life of our products for the very long term.

Q:

PLEASE EXPLAIN YOUR COMPANY’S CORE COMPETENCIES AND UNIQUE SELLING POINTS. ALKIRE: We take pride in being the market leader in innovating devices that reduce the workload for biomeds. For

example, we have led the way in reducing the bulky size of what was available on the market by at least 50 percent — that’s what SimCube® has done for NIBP simulators, OxSim® for SpO2 simulators, SimSlim® for patient simulators and FlowTrax® for IV pump analyzers. Our products also replace multiple devices and improve the accuracy and efficiency of the tests that need to be performed. We engineer solutions that are cost-effective, including reducing outlay for accessories, yet maintain a high level of quality and reliability in all our products. Last, but not least, we have gone to great lengths in our designs to ensure ease of use, such as a user interface with one-button operation for the key features.

Q:

WHAT PRODUCT OR SERVICE THAT YOUR COMPANY OFFERS ARE YOU EXCITED ABOUT? ALKIRE: We’re really excited about our new product, the OxSim Flex™.

Basically, we took the smallest simulator on the market, the original OxSim SpO2 Simulator, and turned it into the most flexible. The OxSim Flex has all the great features of the original OxSim with the added capability for users to select any simulation value for saturation, pulse rate and perfusion

index. We also added a color display and Masimo Rainbow SET® compatibility without increasing the size in any way. The software can even be updated remotely. We believe this will continue to position the next-generation OxSim Flex as the market leader for testing pulse oximetry.

Q:

WHAT IS ON THE HORIZON FOR YOUR COMPANY?

ALKIRE: We are focused on continuing to develop innovative products that are not only compact, cost-effective and easy-to-use but also shift the paradigm in how test equipment is viewed and utilized. Access to electronic test results is another important focus for us, in particular providing solutions that are not proprietary and that can be adopted across any platform, including CMMS systems. We developed a new product called DataSnap™ that provides the ability to collect electronic test data from our

infusion pump analyzer, FlowTrax.

This data can be imported with a single button press into any type of database, document, spreadsheet or fi le format.

You can speed up your testing and accuracy of IV pumps utilizing FlowTrax, and capture those test results into any CMMS on the market or IV pump manufacturer test software.

Q:

WHAT IS YOUR COMPANY’S MISSION?

ALKIRE: Pronk Technologies’ mission is to serve the Healthcare Technology Management community by providing innovative products to refi ne and streamline the biomedical maintenance and support process.

Biomedical engineers in the fi eld need equipment that is portable, affordable, rugged, reliable and easy to use. We design and manufacture specialized diagnostic tools that are tailored for this environment.

Q:

IS THERE ANYTHING ELSE YOU WANT READERS TO KNOW ABOUT YOUR COMPANY? ALKIRE: We take pride not only in manufacturing products for the Healthcare Technology Management community, but also in our educational program where we travel to biomedical associations to conduct presentations on topics impacting our industry. It is 100 percent educational where we provide background on a particular technology or issue along with tools and tips on how best to address it. Feel free to contact us if you would like a presentation at your local biomedical association or facility. Contact us via email at sales@pronktech.com.

FOR MORE INFORMATION, about Pronk Technologies, visit www.pronktech.com.

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SPOTLIGHT

PROFESSIONAL OF THE MONTH Izabella Gieras, MS, MBA, CCE

By K. Richard Douglas

O

ccasionally, one of our professional profiles will read more like our Biomed Adventures feature. For one HTM professional, taking an incredibly circuitous route, to go from her initial biomed training to her current assignment as a director, is one of those instances. That route looks like this: Cape Town, South Africa to Connecticut to Michigan to New York City to California. Her experience definitely qualifies as an adventure.

Izabella Gieras, MS, MBA, CCE, Director of Clinical Technology at Huntington Hospital in Pasadena, California, is well travelled. Besides her HTM-related travel, she previously lived in eastern Europe and in the Middle East as a child. She has learned a lot along the way.

“At the end of my BS degree in Electrical Engineering at the University of Cape Town, South Africa, I was introduced to a few introductory courses in clinical and biomedical engineering,” Gieras remembers. “I found them fascinating, knowing that I can combine engineering and medicine. I never looked back and today thoroughly enjoy what I am doing.”

Gieras’ family moved to the United States in 1998.

After earning that Bachelor’s Degree, Gieras went on to work on a Master of Biomedical Engineering with a two-year clinical engineering internship at a hospital in Connecticut.

“This provided me with a great hands on exposure to the everyday life of a clinical engineer,” she says.

The education and adventure did not end in Connecticut. It continued to evolve.

“I started as a clinical engineer at Beaumont Hospital Systems in Michigan,

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engineering. She headed a human factors initiative while at Beaumont. She was also on a number of committees while there, including some co-chair responsibilities.

Izabella Gieras is the Director of Clinical Technology at Huntington Hospital.

moved into management after I completed my MBA. My professional journey has been very rewarding as I had an opportunity to experience a wide range of professional activities from technology management, human factors engineering, simulations, risk management, to now IT-based undertakings,” Gieras says.

Before landing her current director position she says her focus had been on overall technology management, including risk management and human factors

EXPERIENCE AND TRAINING Gieras is very involved in the HTM community, often limited by the 24 hours in a day.

“The Healthcare Technology Management field provides us with so many wonderful opportunities, however one of the challenges I face is findings the time to participate in all of them,” she says.

“Huntington Hospital is currently looking at the Real Time Locating System (RTLS) for asset management. We have had this on the horizon for quite some time now,” Gieras says. “Because a lot of enabling technologies became more mature and reliable, and less expensive even with addition of new capabilities, we decided it will be a perfect time to start the technology assessment process towards the end of last year.”

In addition to the RTLS project, she has also been working on alarm management. She says that her department is entering into a multiyear master plan for their facility, which includes medical equipment planning.

FAVORITE MOVIE Too many to name, but when it comes to themes, I love anything about Christmas.

FAVORITE BOOK “Cornflowers, Red Moon, and the Enemy Came Soon” by Johanna A. Clark

FAVORITE FOOD I love Polish and Italian food.

HIDDEN TALENT I can make a great traditional Polish potato salad but that might be the extent of my culinary talents.

Izabella Gieras is a hands-on Director of Clinical Technology.

Gieras sees all of these developments as a real positive. All projects bring challenges, but at the same time, give her an opportunity to work with a diverse group of health care professionals and observe the ever-evolving changes to our health care environment,” she says.

Through her involvement in furthering the HTM field, she has caught the attention of some major organizations.

She is a past presenter at the 2015 MD Expo in Las Vegas. She presented “An Efficient and Cost-effective Approach to Medical Equipment Assessments and Acquisitions.” She also co-presented “The World of Connectivity – Building a Strategy to Support Medical Device Integration and Alarm Management.”

She also has a long list of publications she has contributed to, including TechNation. She is also a member of the magazine’s editorial board.

RECOGNITION AND THE FUTURE “Last year, I was fortunate enough to be awarded the AAMI Healthcare Technology Leadership Award, which was a great honor,” Gieras says.

AAMI said the award recognizes individual excellence, achievement, and leadership in the healthcare technology

management (HTM) field.

“Gieras has served as an advocate for her peers by writing for and contributing to professional publications, participating on committees, and speaking at industry events,” according to AAMI. She has also been very involved with AAMI on many fronts.

More recently, she was honored with the 2016 American College of Clinical Engineering (ACCE) Professional Achievement in Management/Managerial Excellence Award. She is a past president of the organization, serves as a board member of the Healthcare Technology Foundation (HTF) and chairs the HTF Clinical Alarms Workgroup.

Despite all the time devoted to her profession, Gieras does find time for life’s simple pleasures.

“I enjoy spending time with my husband, Kris, and our 4-year-old son, James. During our spare time, we love taking long walks to the local farmers market and going to the beach over the weekend. I love travelling and exploring new places,” she says.

Moving forward, her active interest in human factors engineering will no doubt bring a unique perspective to device design and the patient environment,

FAVORITE PART OF BEING A BIOMED Working with a wide variety of people and being exposed to new technologies daily.

WHAT’S ON MY BENCH A bottle of sparkling water, my favorite blue inked pen, iPhone (can not detach myself from it), picture of my family, dried mango snack.

benefitting patients, clinicians and HTM. “I am very passionate about patient safety. As HTM professionals, we have so many different ways of impacting patient safety," Gieras says. “Working on a wide range of human factors engineering initiatives has really opened up my eyes to many ways we can use existing and new technologies to improve safety of our patients and those around them and making technology easier to use and maintain by health care professionals.”

That’s the human factor; always trying to improve things.

SPOTLIGHT

BIOMED ADVENTURES Going the Distance K. Richard Douglas

J

ust as there are extreme athletes in every athletic event, the sport of marathon running has runners who push themselves further – a lot further.

“I have run the TransRockies Run the last three years. This run is pretty intense, as it covers 120 miles over six days through the Colorado Rockies, with over 20,000 feet of elevation gain,” says Rob Sanchez, CBET, a BMET III with GE Healthcare, U.S. and Canada Service Diagnostic and Clinical Services, who is based out of Colorado.

You read that right. He said 120 miles over six days in the mountains. This type of super marathon is referred to as ultra-racing or an ultra-marathon. It is only for those who have endurance beyond that of an average runner.

Sanchez isn’t new to running. He showed that he had what it takes to go the distance at a young age.

“I started running as a kid. The summer day camp I would attend used to participate in the Hershey’s Track and Field program,” he recalls. “I was never fast as a sprinter, but I could keep running longer than most kids. I ran cross country in high school, but it wasn’t until my time in the military that I started to run and really enjoy it.”

It was while he was stationed at Fitzsimmons Army Medical Center at the United States Army Medical Equipment and Optical School (USAMEOS), that he would compete against a couple of his fellow soldiers during the two-mile PT test.

“One, Diego Luna, would go back and forth with our trash talking, but he always beat me,” Sanchez says. “We decided we would register and run in one of the local 5K races in Denver. He beat me. We competed in a five-mile race, and a 10K,

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“Being outside in nature and not running in the city, allowed my mind to escape a little more; to get lost.” but the results were the same until the last race of the year, at the local Veterans Day 10-miler; I finally got him, and finished a good 20 minutes ahead of him.”

“I continue to run, but as you can see, I make sure I’m having fun. After I left USAMEOS, I continued to run in local 5K and 10K events for the $35 ‘free T-shirt,’ as well as the goodie bags at the end,” he says.

When Sanchez relocated back to Denver in 1999, he was out hiking and saw a small group of people running down the same trail. He began running with them.

“I also learned that running on the trails was easier on the joints, and the terrain allowed me to go a little slower,” Sanchez says. “You have to pay attention to where you step with the unbalanced terrain, and of course, your surroundings, animals, holes, etcetera. Plus, being outside in nature and not running in the city, allowed my mind to escape a little more; to get lost.”

FROM MARATHON TO ULTRA As if running 26 miles isn’t far enough, Sanchez decided to try out ultra racing on a whim. “[I] had a friend tell me he was able, through professional trade (he’s an exercise physiologist), to procure a couple of free race entries to the Sageburner trail race in Gunnison, Colorado. I had done a couple of 25Ks and full marathons before, so figured, what the heck, why not,” Sanchez says. “It wasn’t until later I had realized that it was on Memorial Day weekend. As it turns out, my son was also graduating Marine Corps boot camp the Friday prior, and we were planning on taking the whole family to San Diego to celebrate.”

They made the trip and Sanchez attempted to get some running in on the beach while there. After his son’s graduation on Friday, they made the trip back to Denver non-stop. Sanchez grabbed a nap, unpacked and repacked. He then made the four-hour drive to Gunnison. He ran the race and finished in last place. He managed to finish about one hour under the cutoff time.

Sanchez says that the biggest challenge for him is the discipline of training. His schedule requires him to train in the early morning.

“I do most of my back-to-back long runs on the weekends, though, also starting early so I can still be productive with my family at home. I try not to let it interfere with my family life, but that can be hard when you are on the trail for four- to six-hours at a time,” Sanchez says.

“The good thing is [that] most of it is done during the summer, when the kids are out of school, so no homework. Of course, during the summer, the kids — I have two daughters at home, age 11 and 13 — stay up late at night, and I’m the one going to bed at 8:30 so I can be up early the next day," he says.

Rob Sanchez often wears super hero outfits when running.

Rob Sanchez is seen with Mt. Elbert, Colorado’s tallest peak at 14,440 feet, in the background. He is 33 miles in and celebrating after summiting Hope Pass on day two of the six-day, 120-mile TransRockies Run. Photo credit: RavenEye Photography

“I have never missed a race, but there have been a few I was ill-prepared to run, and probably shouldn’t have,” Sanchez says.

One was a full marathon in which a friend transferred his entry about three weeks before the race. Sanchez hadn’t been training for it, but still went out and finished it in just under five hours.

VOLUNTEERING AND ADVICE On the job, Sanchez is one of four field service biomeds with responsibility for “approximately 75 clinics, ambulatory surgery centers, and rural hospitals in Colorado and southern/ central Wyoming.” He is part of GE Healthcare’s Technical Service Operations Team, under the Diagnostic and Clinical Services umbrella.

“We travel daily between sites, with each of us having a certain level of responsibility. We take ownership of our accounts, and treat them just as if we were an ‘on site’ based technician,” Sanchez says. “There are certainly challenges, especially logistical in the winter time, but I have a really good team. If for example, one of us is in Wyoming, and he gets a call for one of his sites in Denver, we make sure his customer is taken care of.”

Asked what others should consider if they have experience with marathon running but might want to take the leap into ultra distance running, Sanchez has this advice: “I was at a speaking engagement in Boulder a few years ago with Scott Jurek, who recently completed and set the Appalachian trail record. He said, ‘Anyone can run an ultra.’ I think it helps if you’ve run a marathon, as you know and understand the distance and the training required to be successful. Most of the shorter ultras are 50Ks, or 31 miles, which is only five miles longer than a marathon. If you’ve gone 26, what’s five more?”

Rob Sanchez with ultrarunners Jenn Shelton and Kathryn Ross.

Sanchez says that focusing on time will throw an ultra runner off compared to marathon running.

“The goal or standard for many is to break a 4-hour marathon.

Well, once you start running ultras, the first thing you do is throw all your times out the window,” he advices. “Because of the distances and logistics, most ultras are held on trails, where the terrain will dictate how fast you can run. You can have elevation, mud, sand, and, of course, weather affect your speed and time.”

He also points out that in many races, the runners will have to carry their own hydration and nutrition. This is because the water stops vary by terrain and volunteer accessibility. He says that ultra runners have to get used to carrying a little more than in a road race.

“I still do a handful of road races every year, also, to include the Bolder Boulder, one of the largest 10Ks in the country, and I like to run some smaller races with my 13-year old daughter, who started running with me a couple of years ago,” Sanchez says. “She still thinks I’m crazy for running the ultras, and has no desire to do so – yet. I hope to be able to run the TransRockies with her someday, perhaps when she is in college.”

When TechNation last mentioned Sanchez, he was bringing the field of biomed to the participants at career fairs.

“On a more personal note, I have also just recently been asked to present at my daughter’s pre-engineering classes at her middle school, and I have reached out to the CABMET crew to come out and help, and we are all excited to expand this side,” he adds.

SPOTLIGHT

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Is your patient flow on track?

Few things stop patient flow in its tracks faster than unavailable equipment!

As your multi-vendor service provider, Philips takes care of the complexities of asset management so you can focus on delivering the best patient care. Our healthcare service experts, coupled with Philips InfoView asset management tool, will give you accurate, real-time insights to your critical KPIs. Achieving strategic and operational goals around equipment availability and performance, service costs and work order management, and regulatory compliance, are just a few of the ways Philips Multi-Vendor Services can help you keep your patient flow on track, while ensuring you have accurate insights. Find out more about Philips Multi-Vendor Services.

Learn more at www.philips.com/mvs MAY 2016

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CHOOSING THE RIGHT REAL-TIME LOCATING SYSTEM

Considerations for tracking assets and beyond

A

s health systems search for solutions to optimize operations in the face of declining revenue and higher costs, they are turning to real-time locating systems (RTLS).

ROOM-LEVEL

BED-LEVEL

With Versus, facilities can rely on Wi-Fi RTLS for campus-wide visibility, and easily add infrared sensors where precise location data is needed for workflow automation. Only Versus can provide room, bed, bay and chair-level data using just a single sensor in each location.

As luck would have it, a logical place to begin RTLS initiatives is with asset tracking, putting Clinical Engineering and Biomedical teams at the forefront of this important decision.

There are a variety of vendors to choose from, each using different RTLS technologies. How do you know which technology is right for you?

Here are several questions that will help guide you on your journey to RTLS success.

departments and hospital-wide.

The hardware requirements and necessary expertise can be vastly different for each end of the spectrum. Determining which initiatives you want RTLS to support in the future will help you make the right decision today.

For more about the many applications of RTLS and their benefits, an educational booklet is available at versustech.com/operations.

WHAT ARE YOUR SHORT- AND LONG-RANGE GOALS FOR RTLS? Asset tracking is an easily understood and common application with tangible benefits. Hospitals and health systems should also ask, “How else can I leverage my RTLS investment?”

There are a wide range of possibilities, from knowing the general location of assets to advanced patient flow applications that increase capacity in operating rooms, emergency

WHAT LEVEL OF PRECISION DO YOU NEED TO ACHIEVE YOUR GOALS? Different technologies offer different levels of locating precision (see sidebar). Consider your needs now, and for your long-range vision.

While it makes sense to start with the relatively low investment of tracking assets with Wi-Fi, it’s important to understand exactly what you get with this technology.

Systems that rely solely on Wi-Fi

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CHAIR-LEVEL

cannot achieve definitive room-level precision, as Wi-Fi signals pass through walls and ceilings.

A system that points you in the right direction of a recalled IV pump is certainly an improvement over no locating system, and it’s an excellent place to begin. Yet without the ability to know exact locations, additional applications for RTLS are limited.

Is the PCA pump in a patient room or the clean supply closet next door?

Is the nurse in patient room 104 or 105? Is the patient in post-op bay 6 or 7? Without this definitive location information, you won’t be able to understand asset utilization, manage par levels of equipment, or advance into clinical workflow automation without additional infrastructure.

Most Wi-Fi systems offer the ability to add a complimentary room-level technology such as infrared or ultrasound, but the costs and necessary hardware vary widely from

LEVELS OF LOCATING PRECISION 1 Zone-level Example: (Example: 5th Floor North Wing) A typical hospital Wi-Fi network deployed for Internet usage will provide zone-level location information. It can point you in the direction of a tagged asset, but can’t tell you exactly where it is.

2 Estimated vs Definitive Room-level (Example: Room 104)

VERSUS ASSET NET™ TAGS feature dual locating technology — Wi-Fi for campus-wide visibility, and infrared to deliver precise location data where you need it.

vendor to vendor. The right RTLS will allow you to easily and affordably scale up as your needs grow.

WHAT IS THE TOTAL COST OF OWNERSHIP (TCO)?

The question of precision directly correlates to the level of infrastructure and the cost of ownership over time. It’s important to understand not only the initial price, but also what it will cost to implement additional infrastructure for advanced applications. TCO can also include batteries (for both sensors/receivers and badges/tags), battery disposal (are the batteries considered hazardous waste?), and staff time to manage the overall RTLS network.

Another consideration is how additional hardware affects the aesthetics of patient care areas. Does the vendor use several pieces of large equipment to determine bed-, bay- or chair-level location? Or is the hardware minimal and unobtrusive?

These are just a few considerations for this important investment that can have wide-ranging impact on the operational efficiency of your health system for years to come. Looking at the big picture today will put you on the path to long-range RTLS success.

FOR ADDITIONAL INFORMATION about Versus, visit www.VersusTech.com.

Wi-Fi networks with a higher density of access points are better able to estimate locations. Yet because these signals pass through walls and ceilings, the data is not reliably accurate.

Wi-Fi RTLS users often see locations reported in a nearby room or even on the floor above or below the actual location.

To confidently report actual locations, an RTLS must add a complimentary technology (i.e., infrared or ultrasound).

This infrastructure is necessary for advanced locating applications such as: • Asset Utilization Metrics • Par-Level Asset Management • Clinical Workflow Automation • Patient Flow Applications 3 Bed-level (Example: Beds 104A and 104B) 4 Bay-level (Example: Pre-op Bay 5) 5 Chair-level (Example: Infusion Chair 2) Many advanced applications require the RTLS to monitor multiple locations within a room: • Nurse rounding logs and reminders • Oncology workflow automation • OR patient flow Both the cost and aesthetics of the necessary hardware vary widely from vendor to vendor. These will be important considerations in your decision.

The costs and necessary hardware for more precise locating vary widely from vendor to vendor.

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NEWS & NOTES

Updates from the HTM Industry

VENTILATION TESTING WITH BC GROUP’S PFC-3000 BENCHTOP FLOW ANALYZER BC Group offers three models of its PFC-3000 high-performance Benchtop Flow Analyzer Series. The PFC-3000 measures flow, pressure, temperature, humidity and oxygen concentration. It is compatible with 13 gas standards and 10 gas types. For users measuring anesthetic concentrations, BC Group developed the MGA-3050 Multi-Gas Analyzer. This optional equipment works in conjunction with any of PFC-3000 models and measures halothane, enflurane, isoflurane, sevoflurane and desflurane in percentage values.

Users can choose any of the three models, from the basic flow analyzer,

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one with an additional low-pressure sensor or a model with an additional vacuum sensor. BC Group also has a complete family of lung simulators. This includes the new SmartLung 2000-2L; the only test lung that covers settings according to standards IEC 60601-2-12, IEC 60601-2-13 and EN 794-3.

Additionally, BC Group offers adult, infant and neonatal simulators.

Users can also take ventilation measurements even easier with the optional FlowLab Software. FlowLab allows users to view flow, pressure and volume measurements on a computer monitor while simultaneously saving

respiratory parameters. Test reports can be created and saved electronically or printed using USB or RS-232 connections.

BC Group has the exclusive rights to sell this product under any label in the North American market.

BC Group also provides the only factory authorized service center for the PFC-3000 series and the IMT products in North America.

For more information about the PFC-3000, call 800-242-8428 or email sales@bcgroupintl.com.

For more information about BC Biomedical products, visit www.BCGroupStore.com.

BAW OFFERS TRAINING OPPORTUNITY

EQ2’S HEMS ACHIEVES TESTED IHE PCD INTEROPERABILITY AT THE IHE CONNECTATHON EQ2 EQ2 – A leader in hospital computerized maintenance management systems (CMMS) – successfully demonstrated its HEMS software connectivity and interoperability at Integrating The Healthcare Enterprise (IHE) Connectathon in Cleveland, Ohio in January. For the second consecutive year, HEMS was successfully tested with a number of medical device equipment vendors during real-time integration testing. And, EQ2 HEMS was the only CMMS vendor to achieve tested IHE PCD interoperability at the Connectathon.

“Smart medical devices throughout hospitals are now able to communicate directly with HEMS. Utilizing MEMDMC (Medical Equipment Management Device Management Communication) and providing information such as whether the device is in use, network information such as IP address, MAC address, software revision, etc. hospitals are able to achieve better utilization of their medical devices while assuring their safety in real time,” EQ2 Chief Technology Officer Vishal Malhotra said.

“HEMS also integrates with the MEMLS (Medical Equipment Management Location Services) profile so that a device’s location is known at all times.”

The IHE Connectathon event stages and tests the interoperability of health IT systems for conformance to IHE Profiles (workflows) between products from medical equipment vendors, integrators, software providers and public health vendors. Tests are monitored by neutral IHE observers provided by AAMI, ACCE, NIST and others.

The goal is to increase the effectiveness, safety and positive patient outcomes while lowering the cost of health care. All results are published for public review in the IHE Connectathon Results Database. See www.iheusa. org for details.

Find more information on EQ2 and its HEMS CMMS software, visit www.EQ2llc.com or contact EQ2 at 888-312-HEMS (4367).

This year’s short course offered by the Biomedical Association of Wisconsin offers training on the GE Logiq E9 ultrasound. The training is set for October 11-13, 2016.

“We have a minimum set of five attendees needed for this course and a max of 10,” according to the BAW website. “If interested, please reserve your spot by signing up on the web. If you are undecided and want to hold a spot send us an email. We have a sign up deadline of August 17, 2016 for this course, so sign up early.”

It is a two and a half day course.

“Each system course is designed to provide the hospital biomed or imaging engineer a solid foundation from which to service a specific model of ultrasound equipment,” according to the website. “On top of that, our courses will be taught by Trisonics’ field engineers, bringing current experience and tips into the classroom. Access to this level of experience provides great added benefit for any engineer that desires to service their equipment in-house.”

“Hands on time with the unit is an extremely important part of the system course. Each student will have ample opportunity to work on the units in class. Courses are taught with the concept of always trying to get the students’ hands on the equipment,” according to the BAW website.

Find more information at https://leagueathletics.com/Page. asp?n=21163&org=baw.org.

HTMA-SC ANNOUNCES ANNUAL CONFERENCE The HTMA-SC Annual Conference will be held Friday, May 6, at the South Carolina Hospital Association in Columbia, South Carolina. The schedule and times are the same as in previous years.

Also, attendance for individual members is free and includes breakfast and lunch, as well as a happy hour during a membership meeting and prize drawing at the end of the day.

The association plans to have nine classes and a keynote during lunch.

Find more information and details about the event, visit www.-HTMA-SC.org

INDUSTRY UPDATES

STUDY: OEM DEVICES MORE LIKELY TO BE DEFECTIVE THAN REPROCESSED SINGLE-USE DEVICES Original equipment manufacturer’s (OEM) single-use devices (SUDs) may have higher defect rates than comparable reprocessed devices, a study in Journal of Medical Devices suggests. The independent study led by Banner Health was designed to increase the data available on defect rates of reprocessed SUDs. OEMs have historically claimed new devices have lower defect rates when compared to reprocessed devices. The FDA considers reprocessed SUDs that meet the FDA’s regulatory requirements to be substantially equivalent to new devices.

The new study’s data supports the FDA’s position and suggests that reprocessed SUDs may actually have lower defect rates than new devices.

“In the era of value-based purchasing, medical devices that cost twice as much and are reported to be defective more frequently challenge conventional definitions of reliability and value,” study author Dr. Terrence J. Loftus, MD, MBA, FACS, former Medical Director Surgical Services and Clinical Resources at Banner Health, said in the report published in the December issue of Journal of Medical Devices. The findings are also available for purchase at ASME.org.

Study data was collected over a seven-month period in 2013 for two types of bipolar and ultrasound diathermy devices used at Banner Health. A total of 3,112 devices were included in the study – roughly 55 percent of them were reprocessed devices and roughly 45 percent were new devices. Devices were determined to be defective by a surgical team member when they did not function in a manner consistent with the intended purpose. OEM devices were reported as defective 4.9 times more frequently than reprocessed devices.

“Dr. Loftus’ study confirms that, with SUD reprocessing, it’s possible to get superior quality for lower cost, while reducing the environmental impact of health care delivery.

Reprocessed SUDs are exactly the kind of value-driven solutions health systems need today,” said Brian White, President, Stryker’s Sustainability Solutions.

While Banner Health is a long-standing customer of Stryker’s Sustainability Solutions, the study was conducted independently, and was not sponsored by a medical device manufacturer or a third-party reprocessor.

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RADIOLOGY PROTOCOLS PLATFORM COMING TO THE GE HEALTHCLOUD Radiology Protocols, a leader in protocol management for medical imaging devices, has announced that its platform will be added to the GE HealthCloud suite of applications when the Cloud goes live later this year. GE HealthCloud radiology department customers will be able to access and use Radiology Protocols’ sophisticated protocol management platform, providing increased productivity and improving quality of exams.

The GE HealthCloud includes a suite of enterprise imaging applications and provides a robust platform for software vendors to deliver health care applications across the health care enterprise including large, complex IDNs. Recognized as the industry standard for radiology imaging protocol management, Radiology Protocols offers the most intuitive online platform available in the radiology space. The company provides a customizable, scalable, HIPAA-secure hosted solution to document, organize, and tailor imaging protocols. Its platform also allows providers to share best practices across their systems, instantaneously and seamlessly, eliminating paper-based files for this critical information.

“Radiology Protocols is pleased to take its place as one of the GE HealthCloud’s early and core applications which will enable exceptional connectivity and scalability for customers,” said Stephen Baker, Founder and President of Radiology Protocols. “This will allow for standardization of imaging protocols across IDNs resulting in better utilization, sharing of best practices and improved patient care.”

Radiology Protocols’ platform is vendor agnostic allowing customers to utilize the system across different equipment modalities and vendor platforms.

For more information, visit www.radiologyprotocols.com.

SAGE SERVICES GROUP CELEBRATES 10TH ANNIVERSARY Sage Services Group was founded in 2006 and began as a regional patient monitoring sales and service company in the Charleston, South Carolina area.

On March 22, 2016, the company marked 10 years of business, according to Founder and President Joe Harper.

Today, Sage Services Group has a national footprint of sales associates providing solutions for all patient monitoring needs, according to the company's website.

The four pillars of the business include depot repair, replacement parts, refurbished equipment and patient cables keeping it focused and specialized.

Much of Sage Services Group’s success can be attributed to the core values established in 2006; integrity, innovation, an unwavering commitment to excellence, and extraordinary customer service, according to the website.

Find more information by visiting www.sageservicesgroup.com.

RESEARCH REVEALS HIDDEN COSTS OF PAGER USAGE IN HOSPITALS A new study sponsored by TigerText and utilizing research conducted by HIMSS Analytics and other industry research, revealed U.S. hospitals are overpaying to maintain legacy paging services. The HIMSS Analytics research in which 200 hospitals were surveyed, revealed that 90 percent of these organization still use pagers and on average spend around $180,000 per year.

“This research uncovered that a significant number of hospitals still rely on pagers as a cost of doing business.

‘Legacy technology’ can be difficult to replace despite that more advanced technology is available,” said Bryan Fiekers, Director, Advisory Services Group for HIMSS Analytics.

The study “The Hidden Cost of Pagers in Healthcare,” included research from HIMSS Analytics and other market research. The HIMSS Analytics research found that the average paging service cost per device was $9.19 per month, compared to industry research showing the cost of secure messaging app alternatives to be

less than $5 per month.

HIMSS Analytics research revealed significant “soft” costs from the continued use of pagers, including: • A lack of two-way communication was the most commonly cited disadvantage of using pagers among the executives interviewed as part of the study.

• One-way paging does not give recipients full context nor the option to provide feedback or ask questions, costing care teams precious time to manage patient care.

• Pagers were seen in interviews as causing communication gaps by not allowing users to update contact directories and on-call schedules, which are critical to effectively reaching physicians.

• Survey respondents noted the inconvenience of carrying and managing more than one device.

• The limits of paging systems operating only on a single network was perceived as a significant disadvantage, unlike smartphones which communicate across multiple networks (i.e., cellular, Wi-Fi).

“This survey illuminates why the health care industry should leave their pagers behind. We now know paging technology is not only a hindrance to sharing data and collaborating around a patient’s case, but also extremely costly to U.S. hospitals,” said Brad Brooks, CEO and co-founder of TigerText.

INDUSTRY UPDATES

WHAT IS BLENDED LEARNING? At Tri-Imaging we offer blended learning that includes hands-on training at our Nashville, TN facility and education through our online platform. Reducing time away from your facility, without compromising the quality of your learning experience.

Now that’s refreshing!

SOLUTIONS

EMPOWERING THE ENGINEER Tri-Imaging Solutions is a training institution and a parts company.

It is not a parts company that offers training. Ask us about the difference!

VISIT WWW.TRIIMAGING.COM OR CALL 855.401.4888

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ECRI UPDATE

A Patient-Centered Approach to Alarm Management – Texas Children’s Hospital’s Award-Winning Project

T

exas Children’s Hospital (Houston, Texas) was selected as the winner of ECRI Institute’s 10th Health Devices Achievement Award for demonstrating how to better integrate alarm decisions into patient care discussions, and the value of doing so.

The Health Devices Achievement Award recognizes outstanding initiatives undertaken by member health care institutions to improve patient safety, reduce costs, or otherwise facilitate better strategic management of health technology.

THE CHALLENGE To improve patient safety by effectively incorporating alarm management into the fabric of bedside care.

THE LANDSCAPE The need to improve the management of clinical alarms is recognized as a patient safety priority. Over the past decade, alarm-related projects initiated at Texas Children’s Hospital (TCH) led to incremental improvements in reducing the number of unnecessary alarms.

However, the projects did little to address the underlying need for a clinical alarm strategy that would consistently yield alarms that were both meaningful and actionable.

Thus, TCH decided that a “reboot” of its alarm management program was in order.

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THE PROCESS Like many health care facilities, TCH translated the Joint Commission’s National Patient Safety Goal (NPSG) Elements of Performance into corresponding action plans. This included activities such as: • Forming a Clinical Alarm Management Steering Team to provide strategic direction, governance oversight, and communication channels; • Reviewing the equipment inventory, examining alarm data, and obtaining feedback from work groups to identify the most important alarm signals to manage; and • Establishing policies and procedures.

For TCH’s steering team, an important component of the plan was to find ways to better integrate alarm decisions into patient care discussions.

A key preliminary step was to change the organizational mindset to put the patient back into the center of the conversation. Alarm management discussions often revolve around the concept of alarm fatigue, in which staff become overwhelmed by, distracted by, or desensitized to the number of alarms that activate.

While acknowledging that alarm fatigue is an important consideration, the team understood it to be a symptom of an underlying problem, not the problem itself. The risk of focusing too narrowly on that one symptom, which can lead to the issue being perceived as simply a technology management problem or a nursing challenge.

The team believed that refocusing attention toward the patient would help clarify that the issue is a patient care

consideration that requires input from the whole care team.

With the patient as the focal point, it became clear that substantive changes needed to begin at the bedside.

Accordingly, the teams’ search for a better approach was led by two guiding principles – alarms that activate should be actionable and should reflect a patient’s specific need and as the patient’s condition changes, alarm settings should be routinely evaluated by the entire care team.

To achieve this in practice, TCH needed a better system for collecting, analyzing, and viewing alarm data.

Ultimately, the organization decided to help build its own system.

After assessing commercially available solutions, TCH opted to partner with an outside vendor to create a system that would meet its needs. The result is an alarm dashboard that provides an analytics platform that the care team can use to make decisions around alarm settings. The dashboard can display alarm data by care area, by assigned nurse, and by patient.

The care-area-level data shows the alarms by bed to help identify the patients who are frequently in alarm status. The nurse-level information depicts the alarm load by nurse, allowing nursing leaders to review patient assignments for appropriateness considering the total alarm load for each staff nurse. The patient view summarizes the alarms by patient for the past 24 hours, showing the type and number of alarms as well as the “time in alarm” (the cumulative duration of those alarms). The dashboard also displays: comparisons with the previous day, alarms aggregated by time of day,

and data to illustrate the impact of changing an alarm limit.

TCH first implemented the system in the Progressive Care Unit (PCU), a step-down ICU unit that was selected to be the early adopter care area. The pilot program started with a baseline analysis. Based on these findings, the team decided to start with simple changes and progress to larger-scale ones using a PDSA (plan-do-study-act) deployment methodology.

The process progressed as follows: • The first PDSA cycle addressed environmental factors in the care area — specifically, and quite interestingly, the effect that trash can lids had on the alarm load.

• The second PDSA cycle used data collected at the care-area level to drive a decision to adjust the default alarm limits for spO2 (a parameter that measures oxygenation in the blood).

• A third PDSA cycle focused on staff education, raising awareness about alarm management practices and reviewing device functionality.

• The fourth PDSA cycle unveiled patient-specific alarm dashboards.

THE RESULTS TCH experienced an ongoing reduction in the number of alarms over the six months following implementation. And in the time since, TCH reports that the lower levels have been sustained, with some additional reductions reflecting a continuous improvement process.

TCH is currently working on adopting this management model more widely across the organization.

KEY TAKEAWAYS TCH observed the following about this project: The data acquisition system, implementation methodology, and introduction of real-time dashboards shifted the conversation in two important ways. Discussions shifted from “alarm management” to “patient care,” putting the focus on the patient, not on the technology generating an alarm. Feedback shifted from subjective statements (“too many alarms”) to actionable information based on analytic dashboards for the care area, assigned nurses, and each patient.

Each successful PDSA cycle revealed new insights. For example, the effect

that the trash/linen bins were having on the numbers of alarms was an eyeopening discovery. This scenario illustrated that simple changes can sometimes help address complex problems. Each cycle also deepened the collaboration between the medical and nursing staff, as the team members began to understand and appreciate different points of view. It also increased acceptance of the methodology. TCH notes that care team members are now requesting more formal research around decisionsupport related to alarm data.

Overall, the project provided the building blocks to scale the solution from a single 36-bed unit to an enterprise-wide platform. Data acquisition efforts are already underway in several care areas.

This article is excerpted from ECRI Institute’s membership website. The full article features additional process, result, and takeaway information. For details about TCH and the other submissions that achieved recognition, visit www.ecri. org/Pages/Health-Devices-Award_Winners.aspx; call (610) 825-6000; or email communications@ecri.org

INDUSTRY UPDATES

HTMA-GA Celebrates First Anniversary Staff Reports

H

TMA-GA (Healthcare Technology Management Association-Georgia) was created in 2015 with a goal to serve the HTM professionals throughout the state through networking, education, and a sense of community.

In March of 2016, HTMA-GA celebrated its first anniversary doing what it was designed to do … serve its members.

“We just had HTMA-GA’s first anniversary and we were excited to start out our second year as an association with a great class for the HTM professionals of Georgia,” HTMA-GA President Ben Lewis said.

“The AMX-4 class was taught by Bill Bentley of AMX Solutions and Michael Ragan of Piedmont Healthcare. It covered common failures and calibration. With close to 30 attendees and very good information, I was very pleased with the class.”

The class was sponsored by Troff

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Medical, Southeastern Biomedical, and Digital X-ray Services (DXS).

Lewis said the first year was a success, and HTMA-GA looks forward to serving its members for years to come.

“When we started up the organization, we decided that we wanted membership to be free for the HTM professionals that provide service and service management, so that is what we did. We fund the organization through annual corporate membership fees and event sponsorship fees. This has allowed us to train and feed the HTMA-GA members at no cost to them, and it is working great,” Lewis said. “We work on a fairly small budget, but when you have great members of the HTM community in Georgia willing to volunteer their time, it doesn’t take a lot of money.”

“We also wanted to keep an active organization that meets more than once a year. So far, we have had several onsite courses on Cost of Service Ratio, our first annual Management Conference, and our class on the AMX-4 Portable X-Ray System,” he added. “We have an excellent board for the association that meets by phone conference every other week to plan and organize the events. All of our board members and sponsors can be

“When we started up the organization, we decided that we wanted membership to be free for the HTM professionals that provide service and service management, so that is what we did." seen at HTMA-GA.org.”

The class presented at the one-year anniversary celebration received great reviews from those in attendance proving that HTMA-GA is all about service to its members.

“The technical portion of the class was an excellent overview of the AMX-4,” said Tester Lewis, BMET II, Novant Health.

“We had very good attendance and lots of involvement from the attendees.

Attendees traveled from all around the state. One of the attendees volunteered to assist with more focused training to address questions. One of the

sponsoring vendors had test equipment with them and allowed it to be used to demonstrate how to calibrate the AMX 4+ with it,” said Piedmont Healthcare Diagnostic Imaging Manager Steve Kelly. “After the meeting, there was a lot of networking and private discussions between the attendees. This made for a very successful meeting for everyone.”

“The goals are perfect for everyone in attendance – Educate, Network, Collaborate and Build Relationships.

We all want to do our part in evolving either as a provider or vendor in our space,” PartsSource Director of Business Development Chris Cook said.

Mike Helms from Troff Medical was impressed with the HTMA-GA meeting and the quality of the education.

“We had a great meeting and an informative class on the basics of preventative maintenance on the AMX 4+. The class, taught by Mr. Bill Bentley and assisted by Michael Ragan of Piedmont Atlanta, was outstanding. The information in the form of literature about error codes and common problems that have been experienced was well received by the biomeds in attendance,” Helms said. “This meeting was a real success for the attendees and the association. I got feedback from the vendor that sponsored the event who said it was a real success for them, as well.”

FOR ADDITIONAL INFORMATION about HTMA-GA, including a free membership, visit www.HTMA-GA.org.

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AAMI UPDATE

Respected Healthcare Technology Leaders Nominated for AAMI Board of Directors

T

he AAMI Nominating Committee has selected five longtime AAMI volunteers and well-known industry figures – including a longtime leader at the nation’s largest health care accreditation organization – to serve on the association’s Board of Directors.

Four candidates were nominated as directors, and one was selected for a special vice chair position. The nominees are: • Dave Deaven, a global quality engineering executive at GE Healthcare in Waukesha, Wisconsin.

Deaven is active in international standards development, with a focus on health IT, and is a member of the AAMI Committee on Standards Strategy.

• Dave Francoeur, senior director of brand and quality at Sodexo in Brentwood, Tennessee. Francoeur has been an AAMI member for more than 20 years. He has served as chair of the Technology Management Council, co-chair of the annual conference planning committee, and a member of the BI&T Editorial Board.

• Tina Krenc, director of life cycle quality at Abbott Medical Optics in Santa Ana, California. Krenc has been the lead instructor for AAMI’s Incorporating Risk Management into the Quality System course since 2006 and is active in standards development. She was nominated to be vice chair of training.

• George Mills, director of engineering at The Joint Commission. Mills is a director for the AAMI Credentials Institute and has presented at numerous annual conferences and webinars. He also is a member of AAMI’s Medical Equipment Management Committee.

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• Janet Prust, director of standards and global business development for 3M in St. Paul, Minnesota. Prust has been an active committee member for 19 years, also serving on the AAMI Standards Board. In addition, she participated in AAMI’s meeting on humidity levels in the operating room as a stakeholder representative.

“One of AAMI’s greatest strengths is its members, and this year the Nominating Committee had a large number of highly qualified candidates to consider for the Board of Directors,” said Michael Scholla, chair of the AAMI Board and the Nominating Committee.

“I am pleased with the slate the committee decided to present for election at the Annual Conference in June and look forward to these new nominees taking their places on the Board.”

The candidates are scheduled to be elected during the AAMI business meeting, which will be held June 4 during the AAMI Annual Conference & Expo in Tampa, Florida, with their terms beginning immediately thereafter.

AAMI SELECTS FIRM TO LEAD SEARCH FOR NEW CEO The AAMI Executive Search Committee has retained Korn Ferry, a leading global executive recruitment firm, to conduct the search for the association’s next president and CEO. “The search committee thoroughly interviewed a short list of three finalists at a meeting in early February before

selecting the firm it believes will deliver the best results for AAMI,” said Committee Chair Phil Cogdill, senior director of sterilization and microbiology at Medtronic. “Korn Ferry was unmatched in its understanding of health care, the discipline behind its search processes, and its preparation for the interview. The decision to retain Korn Ferry was a unanimous one.”

The search will be co-led by Lorraine Lavet, national association practice leader, and Rick Arons, a senior client partner with the firm. Arons, a former leader in the research and engineering fields, has led more than 70 assignments for both medical and non-medical companies, such as GE, Johnson & Johnson, Honeywell, and United Technologies.

A leadership description is in development, and the goal is to be in a position to start accepting candidate résumés by early June.

FOUNDATION LOOKS TO INDUSTRY, HEALTHCARE FACILITIES TO BACK DEVICE TRAINING INITIATIVE The AAMI Foundation is laying the groundwork for a new national initiative aimed at improving how clinicians are prepared to use healthcare technology, a significant challenge because of the rising number and growing complexity of medical devices.

The Foundation is now reaching out to industry and other partners to determine how much support exists for such an initiative, which would follow the basic model of earlier campaigns that focused attention on a specific patient safety issue through the prism of healthcare technology.

The possible two-year initiative on complex technology preparation stems from the AAMI Foundation’s first Industry Council meeting this past

• Build a business case for allocating financial resources to this initiative and training.

• Identify current models for device technology education; • Develop guidelines and/or standards pertaining to the training materials included with medical devices; and • Standardize training across all care settings, units, devices, brands and users.

With sufficient financial support, the Foundation would launch this new initiative with a coalition kick-off meeting in the fall. For more information or to pledge your support for this initiative, contact Flack at mflack@aami.org.

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January during which attendees talked about how daunting this preparation can be when time is scarce and new devices are constantly being introduced into the health care setting.

During this event, participants agreed that improving education and training was just one part of any long-term solution. There also was acknowledgment that creating lasting change would require the input and participation of a number of different stakeholders – nurses, device manufacturers, patient safety advocates, hospital administrators, professional organizations, regulators, and others. To move this effort forward, the AAMI Foundation is offering to help these diverse groups find common ground.

“Based on the outcomes of our first Industry Council event, we believe that the AAMI Foundation is in the unique position to act as a neutral convener to move this effort forward,” said Marilyn Neder Flack, senior vice president of patient safety initiatives and executive director of the AAMI Foundation. “To do this, we would establish a coalition that would focus on creating a national vision and strategy for preparing clinicians – beginning with nurses – to work with complex technologies. We already have leveraged this model with great success with our National Coalition for Alarm Management Safety and National Coalition to Promote Continuous Monitoring of Patients on Opioids, and we see how a coalition would lend itself to this important issue.”

Funding for such a coalition is crucial because the challenge is so complex that it will take a coordinated and sustained effort to bring about real change, according to Flack.

In general, the coalition would: • Develop recommendations and/or guidelines for ways to assess competency in the use of complex technology; • Build a repository of best practices for educating and assessing competency of caregivers who use healthcare technology; • Create recommendations and/or guidelines to assist in the purchase of complex healthcare technology;

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INDUSTRY UPDATES

IN MEMORIAM Mike McCoy Staff Reports

T

he Biomedical Engineering Technology world lost a leader, teacher and kind-hearted gentleman in early March with the passing of Michael “Mike” McCoy, 65, of Asheboro, North Carolina.

He was a devoted husband, father and grandfather. Mike was active in his church, he enjoyed golf, singing and spending time with his family. He is survived by his wife, Sharon McCoy, three daughters, and nine grandchildren. Memorials may be made to the Heart Center of Nationwide Children’s Hospital, c/o Tina Cole, 700 Children’s Drive, Columbus, OH 43205; or the Sam Bish Foundation for Pediatric Cancer, P.O. Box 323, Reynoldsburg, OH 43068.

A former milkman who went back to school to become an HTM professional, Mike was known for his tall stature, big heart and a passion for golf. His friends and family, no doubt, shared a smile when they read the following: “The memorial service will be held Saturday, March 19 at 11:00. … We are also asking for men to wear their favorite golf apparel (hats, shirts even funny pants).”

Dale Allman, who worked with Mike at Horizon CSA, remembered the first time the two met. He was going to pick Mike up at the airport after being put in touch with him through a recruiter. Mike was working at Children’s Hospital in Ohio and flew down for the interview. Having never met Dale, Mike and was sent to the airport to pick him up and was just told to look for the seven-foot-tall man.

Mike’s impact while working with Dale was immediate and everlasting. Mike was a true professional from the beginning and he had a desire to impart wisdom. He had a unique way of working with others.

“He was all about helping others,” Dale said. “He wanted to help others understand. He was a teaching manager. He showed them how to do the work and shared his knowledge with them.”

Again, additional proof that Mike lived a life serving and helping others. It is just who he was.

Mike also made sure training was available for the HTM professionals he worked with as well as others in the industry. He was “very involved” with the North Carolina Biomedical Association and served on its board of directors. His love of golf helped him first get involved with NCBA, but once he was on board he worked with the other members to make it one of the best biomedical associations in the nation.

Mike later left North Carolina to work in Tennessee. Upon his

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arrival, Mike realized his colleagues did not have an organization like the NCBA. He quickly started the East Tennessee Biomedical Association and continued to earn friends everywhere he went.

“Mike was the grandfather of that group. You could never meet Mike when he was having a bad day,” Dale said. “Words just can’t describe how good of a gentleman he was. He had a big heart and was always helping.”

Several years ago, Mike had the opportunity of a lifetime when he received an offer to play at one of the top five golf courses in the U.S. He, of course, said yes.

As the duo made its way around the course, Mike spoke up and said that he wanted to have his ashes scattered on the course when he died. Thinking he was joking, the reply was of course!

After the memorial service Mike’s wife approached Dale and reminded him of the final request Mike had made. Mike’s wishes have been honored just as he asked. “Gracefully and quietly, his ashes were placed.”

Mike will always be at one of his favorite places.

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BIOMED 101

Remaining Professionally Engaged

By Benjamin Lewis, MBA, CHTM

Y

ou do not have to look very far to find people investing in staying active. Whether it is a new phone app or wearable device that tracks the number of steps you take or flights of stairs you climb, or just a new pair of running shoes, many of us spend time and money to keep ourselves active and motivated. However, as HTM professionals, we must also spend time and resources on remaining professionally engaged. With a small amount of research, you will find that there are just as many options for you to stay professionally engaged as there are apps and gadgets to help keep us physically active. Opportunities may present themselves in our daily activities and some will require a little more effort which we will need to seek out. Maintaining a healthy balance of the two can help keep you “professionally healthy.�

Consider some of the following suggestions on stepping out of your daily grind to find out what else your profession has to offer: GET OUT ON THE FLOOR In the HTM field we have the tendency to get in a rut. Whether it is going to a department to pick up a broken piece of equipment and then straight back to you shop, or heading to a meeting and then back to your computer to balance another budget or approve another purchase, we tend to let the everyday drown us. Next time you leave your work area, consider taking a detour and engage with staff that you do not see daily. You will find out a considerable amount about how you and your team are doing, and make new work acquaintances as well.

JOIN A MULTIDISCIPLINARY COMMITTEE Chose to work with a new committee that lets you engage with the audience that will help you improve your program. Whether it is a committee for EOC, capital purchases, education, or community projects, there is likely a committee that you can participate in that takes you out of your everyday safe zone in which you can find value.

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at a large industry convention, just on a much larger scale. This is a good time for you to see the technology and service trends that are driving the industry. It will also give you a chance to meet your peers that may not be your neighbors and meet vendors that can provide value to your program that you have never had a chance to interact with before.

BENJAMIN LEWIS, MBA, CHTM

Director of Clinical Engineering GA/FL with Novant Health, Inc.

GET INVOLVED IN YOUR HTM OR BIOMEDICAL ASSOCIATION You can find great satisfaction in being an active member in your local HTM or biomedical association. Your local organization should be a place that you can find knowledge, opportunity, value, and ideas that will keep you current, and if it is not that place, change it!

ATTEND AN INDUSTRY CONVENTION You will find most of what you should be getting out of your local association

GET CERTIFIED CBET, CRES and CHTM all take time and money to earn. Maintaining these certifications require continuing education, which will force you to actively seek and document professional activities outside of your daily scope. In addition, Information Technology is here to stay in the HTM field. Consider a CompTIA A+ or equivalent, which will separate you from the HTM pack for certain hybrid roles.

Stepping outside of your norm, whatever your norm may be, will allow you to break a mental sweat and stay in great professional shape. Being active in your career provides opportunity for learning, networking, and engagement, which will give you a chance to see yourself and your program through a different lens, allowing you to grow and polish your program into a greater success.

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SHOP TALK

Conversations from the HTM Community Q:

An OCR was donated to us, but it has been in storage a long time.

When tested it produced smoke and a burning smell. The cover was taken off and there appears to be insulation around the bottom, but it also looks like a rat nest. It’s very hard to tell.

Is fiberglass insulation common in these autoclaves, or is it just a rat's nest?

A:

Yes, I would expect to find fiberglass insulation around the chamber. What do you observe if you start a cycle with the cover off?

A:

If this is a new autoclave, it is likely that the burning smell is normal. This commonly occurs when a new heater is installed and will need to be seasoned. If the odor doesn’t dissipate after a few days then you may have a defective heater element. The guys at RPI are really good with specing out what you need to get this back in working condition. Hope it works out well for you.

A:

Since Pelton & Crane hasn’t manufactured autoclaves for a few years now and the OCR was one of their older models it is unlikely that this is a new autoclave. They did typically have a fiberglass insulation jacket around the chamber.

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A:

I tried it with the cover off. I didn’t see any smoke this time and minimal burning smell, but the autoclave would not reach sterilizing temperature.

Even though the gasket looks to be in good condition. It does make a whistling noise, which makes me think it needs a new one. The insulation on the bottom is not under the chamber, its bunched up in the corners. Would I be better off upgrading to the insulation that wraps around the chamber?

A:

If you hear whistling and see water vapor escaping then you should replace the door gasket, you cannot repair it. If this has been sitting in storage, the door gasket is probably worthless by now. Your description sounds like someone had opened it up and did some work on it previously. The chamber insulation should be replaced and is critical to reaching temp and maintaining the temp stability.

Additionally, you should pop off the pressure relief valve to make sure it is working properly and the valve seat is clear of any debris. If the water reservoir looks corroded then you should consider running a 50-50 mix of vinegar and water through it to clean out the mineral build-up (much like a coffee maker cleaning process). Make sure you thoroughly flush this out with distiller water. As you likely already know, do not use tap water.

Q:

Looking for advice and recommendations on Dornoch (Zimmer) versus Stryker fluid waste management systems. Anyone with direct Dornoch experience would be most helpful.

A:

We have the Dornoch unit here in our ORs. They are not maintained by biomed but the staff seem satisfied with them. No complaints that I have heard of. I think we had Stryker units previously that were problematic.

A:

I’ve never used the Stryker unit, but we bought the first Dornoch unit they ever sold. It looked like a prototype built entirely out of parts from Graingers. They told us we would have a lifetime parts warranty, but now we are on our second unit. Funny how that seems to work out. Our current unit is now seven years old. I do the annual PMs on it and we rarely have any problems. Tech support is good.

A:

I have worked on both. The Dornoch is by far a better machine.

These posts are from TechNation’s ListServ and MedWrench.com. Go to www.1TechNation.com/Listserv or www.

MedWrench.com/?community.threads to find out how you can join and be part of the discussion.

THE BENCH

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Webinar

Wednesday

WEBINAR WEDNESDAY Free Series Celebrates Busy March Staff Reports

M

arch was a busy month for the TechNation Webinar Wednesday series.

The March Madness started with “Best Practices When Testing Electrosurgical Units” on March 9. It was presented by Fluke Biomedical’s Jerry Zion and Shirin Khanna. They focused on testing electrosurgical units.

The webinar covered the 10 best practices for testing ESUs, common errors and how to avoid them. The latest technology in testing ESUs was also discussed.

The webinar was a hit with the 426 people watching the presentation.

The series continued the following week with “Staving Off End of Life: Tips and tricks for maintaining your SPECT system,” presented by Craig Diener. He reviewed avenues to protect nuclear medicine imaging systems. He also shared effective ways to troubleshoot common SPECT system issues and addressed common part failures for four different cameras.

Diener, senior product manager at Universal Medical Resources Inc., shared knowledge he has acquired during his more than two decades working in nuclear medicine, including 19 years working with an OEM in multiple capacities.

The webinar, sponsored by Universal Medical Resources Inc. (UMRi), also included a Q&A session hosted by Universal’s Panel of Experts (Mike Hill, Kevin Borr and Chad Watson).

The next webinar set a 2016 attendance record.

More than 500 people attended the Webinar Wednesday session presented by Jim Rickner and sponsored by Conquest Imaging. The webinar “NFPA 99 Electrical

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Safety, A Biomed’s Perspective” received great reviews among attendees who praised Rickner’s presentation and the Webinar Wednesday series.

In the webinar, Rickner stressed the importance of performing NFPA 99 electrical safety checks on medical devices across all modalities. He provided an introduction to concepts of NFPA 99 and how to apply these concepts to medical devices.

A popular topic was revisited on March 30 when Fluke Biomedical’s Jerry Zion presented “Why Metrology Matters in MDQA Testing: An introduction to metrology for MDQA.” The webinar expanded on a 2015 webinar.

Zion, the global training manager for Fluke Biomedical, talked about the importance of metrology and how it applies to medical device quality assurance testing. He also covered the concept of uncertainties and how they affect calibration adjustments. An explanation of how metrology and traceability apply to test instruments and medical devices upon which calibration adjustments are made was another interesting part of the session. The free webinar was made possible thanks to sponsor Fluke Biomedical. An informative Q&A session followed Zion’s prepared presentation.

FOR INFORMATION about upcoming webinars, or to view a recording of this webinar, visit 1TechNation.com/webinars.

TECHNATION WEBINAR WEDNESDAY would like to thank our March sponsors, Fluke Biomedical, UMRI and Conquest Imaging.

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Earn valuable CE Credits Recorded webinar and workbook available Learn from industry leading professionals Keep up with the industry’s latest technology All for FREE! Visit www.1TechNation.com/webinars to view the calendar for upcomming webinars!!

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NOVEMBER MAY 2016 2014

ROUNDTABLE Endoscopes

E

ndoscopes continue to be a popular topic in the health care industry. We asked an expert panel to weigh in on all things endoscope, including the latest technologies and what to look for when purchasing devices.

The panel of experts for the roundtable article includes Richard Brickner, Laboratory Manager, Endoscopy MD; Philip Doyle, Director of Marketing, Gastroenterology, Olympus America Inc.; Brianne Flesher, Flexible Scope Repair and Sales Division, Product Manager, Mobile Instrument Service and Repair Inc.; and Marcelo Salvadé, Director, SH Medical.

Q.

FLEXIBLE ENDOSCOPES ARE ON THE ECRI INSTITUTE’S “TOP 10 HEALTH TECHNOLOGY HAZARDS FOR 2016.” HOW CAN HTM PROFESSIONALS PLAY AN ACTIVE ROLE IN PREVENTING INFECTIONS? Brickner: All endoscopy suite personnel should be trained in the latest infection/ control recommendations. It is imperative to follow manufacturers’ and AER’s device specific reprocessing guides along with guidance documents and/or course training from professional organizations. Conduct periodic

assessments of disinfection procedures and practices. Ensure the competency of all staff involved in endoscopic disinfection. Maintain a log of all high level sterilization, by model and serial number of endoscope.

Doyle: Curbing the spread of CRE and other life-threatening superbugs will require the cooperation, input and actions of many health care stakeholders working toward the same goal – similar to the collaboration required to achieve a successful outcome for any medical procedure. HTM professionals can play an active role in preventing infections by consulting device-specific reprocessing manuals for important information on reprocessing and servicing. Patient safety must always be the priority, which begins with careful attention to the detailed instructions.

Flesher: The reason endoscopes made the risk list has mostly to do with errors in proper reprocessing of scopes which result in patient infections. HTM professionals can play an active role in preventing infections by (1) knowing the reprocessing cycle (2) ensuring that reprocessing equipment is properly maintained and (3) checking for signs of damage on scopes that could allow introduction of contaminants.

Well-maintained scopes that are properly handled and cleaned and reprocessed through a properly functioning AER greatly reduce the likelihood of infections.

Q.

HOW IMPORTANT IS IT TO MAINTAIN AUTOMATED ENDOSCOPE REPROCESSORS (AERS)? WHAT STEPS CAN BE TAKEN TO ENSURE THE BEST RESULTS? Brickner: AERs need to be regularly cleaned and maintained. Instruction and training should be given on operation and maintenance by the manufacturer or supplier. Filter systems must be regularly cleaned. Biocide concentration levels should be monitored by visual display and permanent record to determine the appropriate time to change the biocide.

Though all machines should have a cycle for auto-disinfection, a maintenance schedule for the machine and water treatment system should be instituted to ensure tanks, pipes and filters are kept free of biofilms and deposits. Bacterial monitoring of machine and endoscopes is essential.

Doyle: Automated Endoscope Reprocessors (AERs) serve a critical role in endoscopic medical procedures in the way of infection prevention. Their proper use and maintenance ensures that these machines are functioning properly and effectively doing the job for which they were designed. The steps needed to ensure these units are in good working order are two-fold. First, they must be properly maintained. Endoscope reprocessor manufacturers have routine maintenance schedules that are designed to replace wearable parts as needed to

THE ROUNDTA-

ensure that these critically important machines stay in proper working condition. Secondly, all users must be well-versed on the proper use of the AER. Regular in-servicing by the manufacturer helps ensure that the units are being used correctly and efficiently by the end user.

of products on a daily basis, which tells us that there are still concerns with proper cleaning techniques.

Salvadé: In our field, the fastest growing endoscopy product category is Arthroscopy and Laparoscopy with very high demand for high-definition rigid endoscopes, HD video cameras and monitors to upgrade older version with images of lower quality.

Flesher: AERs are taken for granted in many facilities. The assumption is that you place the scope, push a button, and it is magically clean. But AERs must be maintained to manufacturer specifications. Also, external factors can impact performance. Hard water deposits and enzymatic build up can lower the water pressure circulating inside the AER reducing the effectiveness of cleaning internal channels.

Q.

WHAT ARE THE FASTESTGROWING ENDOSCOPY PRODUCT CATEGORIES? WHAT ENDOSCOPY-RELATED PRODUCTS ARE MOST IN DEMAND? Brickner: As awareness of the effectiveness of endoscopes in the diagnosis and treatment of colorectal cancer and advances in Intra-Operative Endoscopy (I.O.E.) are increasing, the types and amounts of less invasive better recovery time procedures increases. This is creating a demand for advanced visualization. High-definition and Narrowband Imagining (NBI) are the most in demand.

Doyle: Technology that contributes to early diagnosis continues to excel, as it helps address all three goals of health care reform: increased quality of care, decreased costs and enhanced patient satisfaction. Earlier detection and diagnosis through minimally invasive procedures means less intensive treatments for patients, resulting in reduced costs and overall patient

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Q.

HOW WILL THAT DEMAND IMPACT THE ENDOSCOPY MARKET IN THE FUTURE?

RICHARD BRICKNER

Laboratory Manager, Endoscopy MD

satisfaction when the disease can be treated early and improve patient outcomes. Therapeutic procedures that reduce the level of invasiveness (e.g., from surgical intervention to endoscopic treatment) continue to increase as more physicians get trained on new techniques and endoscopes and therapeutic devices are refined to function more effectively and offer more specialized designs for the intended use. Quality also is a major area of attention in endoscopy, which is leading to greater focus on topics from minimizing rebleeding to improving adenoma detection rates.

Efforts to increase screening rates will also lead to higher procedure volumes in GI facilities.

Flesher: Innovative case-related tools seem to grab the headlines, but we’ve seen strong demand for reprocessing tools such as cleaning brushes, channel flushing units, and automated digital leak testing devices. We receive an abundance of inquiries about these types

NOVEMBER MAY 2016 2014

Brickner: As the advances in imaging increase, the number of procedure types a doctor can perform will increase.

Doyle: Market needs will drive demand for routine endoscopes that optimize screening outcomes (e.g., with advanced maneuverability and imaging capabilities) and specialized endoscopes designed with therapeutic procedures in mind, as reflected in their instrument and water jet channel sizes and locations, for example.

Flesher: I’m not sure that the simple but critical tools needed for reprocessing will ever be a huge demand driver in the broader endoscopy market. Bigger picture, more focus on proper reprocessing and maintenance of scopes and AERs will help reduce infection risks and that ought to support continued healthy growth in endoscopy procedures.

Salvadé: In my opinion, this demand will drive manufacturers to develop smaller HD cameras with built-in capabilities for recording images and videos. They may be inclined to integrate cameras with scopes in “all-in-one” instruments, easy to transport.

Q.

Q.

WHAT ARE THE MOST IMPORTANT THINGS TO LOOK FOR WHEN DECIDING WHETHER TO GO WITH AN ORIGINAL EQUIPMENT MANUFACTURER OR A THIRD-PARTY ENDOSCOPE PROVIDER?

IS IT POSSIBLE TO KEEP UP WITH THE LATEST ENDOSCOPY TECHNOLOGY AND IMPROVEMENTS WITHOUT BUYING BRAND NEW? Brickner: Yes and No. It’s possible to be current with high-definition imaging and NBI being on the market for a few years and available on the used equipment market. However, rapid technological advances and high costs associated with the newest equipment, causes an unavailability of the most advanced equipment in the used market.

Brickner: The most important thing to consider is reputation, quality of repairs and technical knowledge of the company performing the repairs. This is followed by the cost structure. OEMs often deem scope repairs to be overhauls (even if it’s just a minor repair) increasing the cost dramatically.

Doyle: How the endoscope is refurbished plays a vital role in how the endoscope is reprocessed. For example, Olympus does not sell patented, proprietary parts to others, so ISOs must do their best to recreate these parts and approximate OEM performance specifications. This reverse engineering by ISOs can lead to performance deficits. Should an endoscope purchased from an ISO not function as expected, the additional OEM repairs required to restore the endoscope to its original specifications could exceed any perceived initial savings the facility found attractive.

While OEM CPO endoscopes are validated by the majority of AER manufacturers, AER manufacturers appear to be uncomfortable with guaranteeing the results of their reprocessors when used with endoscopes refurbished by ISOs, based on a position state from Medivators. Before purchasing an ISO-refurbished endoscope, facilities should check with their AER manufacturer about whether the endoscope will be validated to minimize risk in the event of a lawsuit.

Flesher: The incentives to use third-party repair providers are lower prices and better service than

PHILIP DOYLE

Director of Marketing, Gastroenterology, Olympus America Inc.

manufacturers provide. Reputable third-party repair firms offer the same repair as an OEM at a lower price and they back it with performance guarantees. Too often, repair transaction pricing is the sole consideration for sourcing decisions.

Look for suppliers who offer preventative maintenance inspections, care and handling in-services, and comprehensive repair reporting so you can track progress. The supplier should provide each facility with reporting that allows them to spot trends and weaknesses.

Salvadé: Warranty mostly, years on the market, experience. Indeed, 20 years ago, SH Medical Corp. developed a brand named Stahl Endoscopy. With manufacturers mainly in Germany and USA, Stahl Endoscopy’s vision was in fact to attend the needs and demand for today’s high-quality standards at more affordable prices than wellestablished international brands like Storz or Stryker.

Doyle: While new endoscopes offer the most advanced technology on the market, when budgets won’t allow the purchase of new endoscopes through leasing or financing options, CPO endoscopes can offer access to previous-generation technology for purchase at a fair price.

Flesher: There are a wide range of procedural products on the market that enhance the capability of scopes. But technically, the only way to have the latest scope technology is to buy new scopes. The real question is, “Do we really need the newest scopes to provide excellent patient care?” If what you have now gets the job done, then invest in keeping it running as opposed to replacing it. The newest equipment on the market will usually come with features that are not necessarily required or even desired by physicians.

Salvadé: Yes it is and this is the beauty of this business that only this country, out of all in the world, provides. With leasing companies and hospitals getting rid of 1-year-old equipment, there is a great demand for them overseas. This is exactly why experience, warranty and service are a “must” to help buyers with that important decision of buying new vs. used or refurbished.

THE ROUNDTA-

Q.

HOW CAN PURCHASERS ENSURE THEY WILL RECEIVE THE NECESSARY LITERATURE AND TRAINING TOOLS?

equipment repairs can lead to a loss of revenue due to cancelled procedures, and loss of patient referrals if cancellations become frequent. Through preventative maintenance, health care facilities can benefit from improved up-time, capitated repair cost and priority service, if on contract, reducing the service spend overall for aging equipment. Olympus also offers free advisory services from a large nationwide team of endoscopy support specialists who can advise customers on how best to handle and care for their valuable endoscope assets, helping to minimize repairs and maximize useful life.

Brickner: Every facility should be familiar with their equipment. Each endoscope has its own manual and reprocessing guide by model number.

AERs also have manuals and device specific connections by manufacturer and model. Receive course training from and periodically review guidance documents from accredited professional organizations.

Doyle: It is important to consider what benefits and service the manufacturer will offer throughout the entire life of your equipment – not just at the point of sale. The initial attraction of a low price or single novel feature can be tempting, but the on-site training, education and support necessary to learn and maintain the equipment can be costly afterthoughts if not included with the purchase. Olympus provides a variety of educational resources for customers who purchase new and CPO equipment: on-site expert training and support; peer-to-peer education programs; and online tools for quick reference, such as technical assistance via live chat, reprocessing and repair information, white papers and training videos.

Flesher: Expect your provider to furnish you with the necessary literature, training and tools. And be sure to tap all your resources. Often we find users who are too reliant on manufacturers for support and training. After the sale, it can be difficult to get a vendor’s attention. That’s why we provide advice and education to customers even if their equipment is under warranty or service agreement.

Salvadé: By asking at the time of purchase. Most companies include user 56

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BRIANNE FLESHER

Flexible Scope Repair and Sales Division, Product Manager, Mobile Instrument Service and Repair Inc.

manuals as a norm, but many do not.

There are also videos or personnel capable of providing training to set up or even use the equipment. Again, this is part of selecting a specialized company that can provide them.

Q.

WHAT ELSE DO YOU THINK IS IMPORTANT FOR HTM PROFESSIONALS/BIOMEDS TO KNOW ABOUT ENDOSCOPES? Brickner: Endoscopes are delicate precision instruments – proper care, handling, and storage is imperative to insure the longevity of a scope. Fluid invasion is the major cause of damage.

Connecting and observing each endoscope with a handheld style leak tester prior to submersion of the endoscope will help to prevent fluid from inundating the endoscope.

Flesher: Endoscopes are very delicate and easily damaged. One missed step in reprocessing could cause expensive damage to the scope, but most importantly, could even harm a patient.

In addition, it is important to know that 90 percent of the damage to flexible endoscopes is preventable. Use the proper tools when cleaning and ensure all proper steps from pre-procedure to bedside and post-procedure and reprocessing. HTM professionals may view these as a purely clinical function, but HTM professionals bring a renewed focus on procedures and proper care.

Salvadé: That there are many choices that they can select from when purchasing endoscopes that are not new at incredible prices. Unfortunately, and specially in USA, many of them are not even aware.

Doyle: Intermittent servicing, or ignoring seemingly harmless issues, may only cause additional downtime and higher repair costs as these issues worsen. Increased downtime resulting from frequent

THE ROUNDTA-

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“We are the ‘big fish’ at the Tampa Convention Center – it’s the ideal spot for our conference and bringing the HTM community together,” says Tirza Lofgreen, director of education at AAMI. Of course, Lofgreen is referring to one of the premier events for HTM professionals.

The “fish” reference is intentional because the AAMI 2016 Conference & Expo will be held June 3-6 in Tampa, Florida on the waterfront. As with past years, the event provides a wealth of knowledge, networking opportunities and new device insights to attendees. The education component alone provides a gold mine of useful information that spans many areas relevant to every HTM professional.

For a few days each year, the conference and expo are the epicenter of the HTM world. More than 2,200 HTM professionals are expected to be a part of this year’s event in downtown Tampa, Florida.

SCHEDULE The conference kicks off at noon on Friday with registration, followed by a welcome reception starting at 5:30 p.m.

The action resumes at 7 a.m Saturday with registration available and the opening of the Career Center at 8 a.m.

In addition, ACCE will present a Clinical Engineering Symposium at 8 a.m. An attendee orientation begins at 9:30 a.m. and then the opening of the general session is set for 11 a.m.

The Expo Hall opens its doors at noon. Then, running concurrently, educational sessions begin at 2:30 p.m.

The expo has a happy hour from 4-5:30 p.m. An awards celebration caps off Saturday.

When sessions, and other activities conclude, attendees can relax at the Riverwalk and the Sail Pavilion just steps from the convention center.

It is a great way to end the first full day and recharge for more education and networking on Sunday.

“By attending AAMI’s annual conference, you can learn directly from leading experts in the field on a wide variety of important issues, share best practices, meet and reconnect with peers, and advance your career,” says Steve Campbell, AAMI’s chief operating officer. “But what stands out most about AAMI’s conference this year is the incredible line-up of practical and timely educational sessions for attendees.”

“For example, at this year’s conference we have sessions on medical device planning on a tight budget, the management of clinical technology risks, and case studies to optimize equipment service,” Campbell adds.

“There are also sessions on

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“I have met so many really smart HTM professionals that are dealing with similar challenges that my department faces. It’s not uncommon for me to call them up throughout the year to find out how they solved an issue or run an idea by them, and they often use me as a resource.” benchmarking, when it’s time to replace or repair equipment, and networking certifications. And, of course, one of our most popular sessions is always George Mills from The Joint Commission who shares his expertise on emerging issues facing the HTM field and answers questions directly from attendees.”

Campbell also points out that the conference features opportunities for networking with peers.

“Frankly, AAMI’s Annual Conference is also a lot of fun — from the opening reception and the awards reception to the one-on-one interactions that take place on the Expo floor and at informal gatherings. The networking that occurs at AAMI’s Annual Conference can be really meaningful, as well as entertaining,” he says.

Lofgreen says events on the opening day will set the tone for a great weekend.

“The Welcome Reception, sponsored

by Sodexo, will get things kicked off on Friday, June 3 with a fun night,” she says. “We are bringing ‘Education to the Expo Floor’ in the AAMI Spotlight Theatre — 20-minute express sessions

– they are listed in the AAMI education program, variety of topics and speakers."

She points out that the AAMI Career Center will be more robust than in previous years with career resources, tools and information on AAMI’s certification programs.

“We are also hosting the ‘Professional Development’ track next door. Lots of great topics on leadership, time management, managing a virtual workforce and more,” Lofgreen says.

Many of the educational sessions, that Campbell alluded to, will continue during Sunday’s activities. After a Breakfast Symposium and HTM Association Roundtable, both beginning at 7 a.m., there is the reopening of the Career Center at 8 a.m. The Morning General Session gets started at 8:30 a.m. followed by educational sessions at 10 a.m.

The topic of alarm management, a major focus in the HTM community for some time, gets the spotlight with the AAMI Foundation and Healthcare Technology Foundation Alarm Management Workshop kicking off at 10 a.m. Part two of the

The Expo hall opens at noon on Friday, June 3rd.

workshop begins at 2 p.m.

The Expo Hall opens at noon on Sunday with a lunch. There is an Educators Roundtable at 2:30 p.m. The Expo Hall has a happy hour starting at 4 p.m. and an AAMI Appreciation Reception caps off Sunday, starting at 6 p.m.

The last day of the conference, Monday, gets started with a breakfast symposium at 7 a.m.

With compliance in mind, it’s always good to hear directly from the source and AAMI delivers Monday morning with The Joint Commission Update with George Mills at 8:30 a.m. followed by a Q&A session.

AAMI says that one of the benefits of attending Mills' presentation is that “you will learn how best to prepare for a Joint Commission inspection survey.”

The Career Center opens at 8 a.m. and educational sessions kick off at 10 a.m. The Expo Hall opens at 11:30 a.m. with a lunch and a drawing at 12:30 p.m. The AAMI 2016 Conference & Expo adjourns at 1:30 p.m.

KNOWLEDGE ENHANCEMENT Best practices can be learned by reading, or through local association participation, but the AAMI

Convention & Expo brings in top experts from across the nation to share what they know. With more than 50 educational sessions, there is sure to be subject matter that piques the interest of every attendee.

AAMI says that the sessions “will focus on six themes to help you on the job, as well as control costs, reduce risks, and provide enhanced support to physicians, nurses and other clinicians.”

Those themes include trends, innovations, opportunities and threats that can affect the future of healthcare technology; skills and knowledge; issues and solutions related to patient safety; updates on new imaging technology; building cross-department collaborations; and ways to hone and strengthen professional development skills.

And, as if expanding your level of knowledge wasn’t reward enough, attendance at the full conference is a way to earn 1.5 renewal points for the CBET, CCE, CRES, CLES, CHTM or CQSM certifications.

There’s another intangible benefit to the conference that is not on the schedule. The benefit of information gleaned from hobnobbing with fellow HTM professionals.

“The AAMI conferences in the past

several years have been a phenomenal experience, and they get better every year. For me, the biggest benefits are the learning opportunities and the ability to talk to other people in the field who are just as passionate about healthcare technology management as I am. I have made a point to go every year, because every year I leave with a new idea or solution to a problem,” says Heidi E. Horn, vice president of Clinical Engineering Service at SSM Health – Integrated Health Technologies.

“I have met so many really smart HTM professionals that are dealing with similar challenges that my department faces. It’s not uncommon for me to call them up throughout the year to find out how they solved an issue or run an idea by them, and they often use me as a resource,” Horn adds.

“For people attending the conference for the first time, my recommendation to get the most out of the experience, is to attend all networking opportunities and introduce yourself to as many people as you can; attend as many of the educations sessions as possible; definitely attend the keynote speaker sessions and awards ceremony; spend some time seeing all the vendors in the

GUIDE TO AAMI

Expo Hall — and wear comfortable shoes,” she says.

Those insights are shared by David Braeutigam, MBA, CHTM, CBET, system director of Healthcare Technology Management at Baylor Scott & White Health.

“Seeing old friends is a big part of the conference,” he says. “Seeing the enthusiasm and passion that so many in our field display whether it is at a session, a committee meeting or just out for dinner really makes you feel good about our profession.”

“Along with all the education that goes along with the conference – another outcome for the attendee is your passion that is re-energized to go back to do even better at your hospital,” Braeutigam adds.

CAREER GROWTH Many of the sessions are designed to help HTM professionals grow in their careers and develop leadership skills. Many offer real take-aways for attendees.

The career growth area is well represented at the conference with several sessions specifically targeted at helping HTM professionals develop their leadership skills. On Saturday afternoon, Connor Walsh and Christopher Cain, will present “Personal Development Planning for Career Progression in HTM” which is part of the professional development skills theme.

The session will take a look at career planning and explore opportunities for continuing education, certification and mentorship. Personal experiences will be highlighted during this session and data will illustrate the benefits of planning.

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“We have always provided sessions on timely topics and an Expo Hall full of the latest technology. In recent years, we have added more ways for attendees to connect with their colleagues. AAMI understands the importance of networking and talking with likeminded individuals, so we have made this a part of the conference schedule.”

Continuing the leadership skills theme into Sunday are several sessions that cover a range of topics, including a morning course geared toward Millennials presented by Clarice M.L. Holden. It will explore the unique qualities brought to the HTM profession by this younger generation and “opportunities for development of skills on the job.” The course will also

cover five survival tips for success for any HTM professional.

Time management is a key ingredient for those who want to be successful in their careers. Dr. George Scarlatis covers this topic in his session: “Pearls of Time Management for Individuals with Diverse Work Responsibilities.” The session will include interaction with attendees to uncover many tricks of the trade to achieve time management success.

Sunday also includes several sessions geared toward career enhancement.

“Remote Leadership: Leading Distanced Teams,” will be presented by Jeff Tessier. The presentation will cover the skills and technology available and how to use these tools to successfully manage virtual teams. That same afternoon, “Strategic Planning – Tools to Map the Future,” will be presented

by Michael W. Lane. It will “focus on sharing tools and techniques for successful strategic planning.”

The career-focused sessions continue with “How to Get the Most out of Your Career, Even if You Need to Move On to Move Up.” Presented by Donald Armstrong and Michael Philpott, the session will examine how to jumpstart a stalled career. The presenters’ will share motivational experiences.

Monday’s sessions, relevant to careers, take on a little different challenge – how to recruit and hire qualified HTM personnel. Also, the vexing problem of replenishing the ranks of retiring HTM professionals is addressed.

“Best Practices in HTM Personnel Recruitment” is presented by Paul Canaris, Ken Mitchell, Arif Subhan and Salvatore Tatta. The morning session

The AAMI 2016 Conference & Expo features more than 50 educational sessions.

looks at best practices in “attracting, screening, and selecting qualified HTM personnel.” Covering some more unique ideas than are commonly employed, the presenters will discuss methodologies that can uncover qualified candidates.

Maintaining a healthy level of biomeds within health care across the country will become a systemic problem in the years to come. That reality is the topic of a session by Linda Yaeger entitled: “Leveraging Learning Technologies: Tools to Address an Impending Workforce Shortage and to Train a New Generation.”

The session discusses the need to get more new biomeds in the pipeline and the importance of maintaining reasonable training cost levels.

“This session will present new job task approaches to training and demonstrate a new mobile training simulator for computed tomography and magnetic resonance imaging,” according to AAMI. The class is designed to promote interactive discussions and includes Q&A session.

THE NEXT GENERATION HTM students are the focus of another portion of the convention.

“The AAMI Annual Conference & Expo is the place to find out, firsthand, what’s on the mind of professionals from the C-suite to the BMET shop in a collaborative environment where sharing ideas, connecting with others, and learning are the name of the game,” says Sabrina L. Reilly, AAMI’s vice president of membership and marketing. “This year, attendees should not miss the student reception and roundtable. This is an opportunity to meet the future leaders of healthcare technology and hear more about the issues and career challenges they are facing.”

Deborah Reuter, AAMI’s senior vice president of education, says that attendees can have their cake and eat it too.

“We have adjusted the conference schedule to give attendees even more time to visit the Expo. This means that attendees don’t have to choose between sitting in on an educational session of particular relevance to a their responsibilities at work and visiting the Expo Hall if there’s a big purchase of capital equipment planned,” she says.

“We wanted to provide more flexibility to attendees in setting their schedules during the conference to meet their needs.”

“We have always provided sessions on timely topics and an Expo Hall full of the latest technology. In recent years, we have added more ways for attendees to connect with their colleagues. AAMI understands the importance of networking and talking with likeminded individuals, so we have made this a part of the conference schedule,” Reuter adds.

OEMS AND COOL TECH The Expo portion of the conference will bring together “representatives of nearly 200 exhibiting companies, including many of the world’s leading medical device manufacturers and service providers,” according to AAMI. “The Expo hours have been increased to 13 from 9.5 (based on attendee and exhibitor feedback),” Lofgreen says.

The Expo will include demonstrations of cutting-edge equipment and provide a first look at the newest technology.

Many new products will be showcased with 20-minute presentations.

The AAMI 2016 Conference & Expo is a ticket to learning and experiencing everything that HTM has to offer today.

GUIDE TO AAMI

Visit these Exhibitors at

C E L E B R AT E S

AIV Booth: 530 www.aiv-inc.com

YRS

BETA Biomed Services Booth: 204 www.betabiomed.com

Injector Support & Service Booth: 233 www.injectorsupport.com

AllParts Medical LLC Booth: 717 www.allpartsmedical.com

BMES (Bio-Medical Equipment Service Co.) Booth: 211 www.bmesco.com

Integrity Biomedical Services, LLC Booth: 210 www.integritybiomed.net

Ampronix Booth: 411 www.ampronix.com

Because Quality Matters.

Conquest Imaging Booth: 1027 www.conquestimaging.com

ATS Laboratories, Incorporated Booth: 508 www.atslaboratories-phantoms.com

Bayer Booth: 617 www.radiologysolutions.bayer.com

ECRI Institute Booth: 622 www.ecri.org

Elite Biomedical Solutions Booth: 216 www.elitebiomedicalsolutions.com

Interpower Corporation Booth: 423 www.interpower.com

MedWrench Booth: 1013 www.medwrench.com

MW Imaging Booth: 342 www.mwimaging.com

ONE SOLUTION FOR ALL YOUR PATIENT MONITORING NEEDS

BC Group International, Inc. Booth: 700 www.bcgroupintl.com 66

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Global Medical Imaging Booth: 631 www.gmi3.com

Pacific Medical Booth: 417 & 306 www.pacificmedicalsupply.com

PartsSource Booth: 801 www.partssource.com

TECHNICAL

RSTI Booth: 730 www.rsti-training.com

Philips Booth: 901 www.philips.com/healthcare

Prescott’s, Inc. Booth: 235 www.surgicalmicroscopes.com

Quantum Biomedical Booth: 238 www.quantumbiomedical.com

Technical Prospects, LLC Booth: 425 www.technicalprospects.com

Tenacore Holdings Inc. Booth: 910 www.tenacore.com RTI Electronics, Inc. Booth: 230 www.rtielectronics.com SOLUTIONS

MEDICAL EQUIPMENT SALES AND SERVICE

Pronk Technologies Booth: 737 www.pronktech.com

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AAMI INTEROPERABILITY DEMONSTRATION Highlighting the Patient Experience

By Chris Hayhurst

I

t’s important to dream big, but it’s best to start small.

That’s the philosophy AAMI is embracing as it hammers out the details of an interoperability demonstration scheduled for its annual conference this June.

The three-day program, tentatively titled “Interactive Systems: An Interoperable Experience in Patient Safety,” will focus on how interoperable equipment can facilitate patient care in the emergency room environment. The idea, says Wil Vargas, AAMI’s director of standards, is to make interoperability “seem more tangible, so that it’s less about all of these complicated concepts and more about something” biomeds can relate to professionally.

The demonstration will revolve around an ER vignette, he says, “right at the start of the patient journey, where the ambulance is coming in with medical information and devices” and fi rst responders are interacting with hospital staff. Participating vendors will work together to show how interoperability might play out in such a scenario, and will stress how

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seamless communication can lead to improvements in patient safety.

“From AAMI’s perspective, we really want to make it clear to those in attendance that for us interoperability is about the patient experience,” Vargas says. “From the moment they enter the emergency room, it’s about making sure we’re doing everything possible to increase their chances of going home safely.”

Next year, Vargas adds, AAMI plans to host a similar demonstration that includes not only the ER, but also an operating room. “And then in 2018 we’ll expand it even further,” perhaps to the recovery room or the intensive care unit.

“Our plan is to grow it every year to show yet another stage in the patient care journey,” Vargas says.

AAMI’s decision to go with a vignette-style demonstration follows last year’s “AAMI HIMSS Interoperability Showcase,” an event Vargas says “allowed us to get our feet wet” by working with an organization “that has a very big presence in the interoperability space.” The two groups considered collaborating this year as well, but in the end determined it wasn’t to be, “mainly because we have different interests.”

HIMSS is focused on Integrating the Healthcare Enterprise profi les, Vargas explains, while AAMI’s interoperability-related work revolves around standards that ensure patient safety, “but not exclusively through

IHE profi les or any specific concept.”

Vargas says their split from HIMSS was “not a divorce, but more an amicable separation—you know, ‘thanks for the lift, we’ve got it from here.’”

A UNIQUE OPPORTUNITY One of the reasons Vargas and his colleagues are confident they can stage the demonstration on their own is the fact that they’ll have help from Manny Furst, PhD, CCE. Furst, who’s played a pivotal role at past interoperability events through HIMSS and at AAMI conferences alike, was until recently the technical project manager for IHE’s Patient Care Devices domain. He’s also been among the strongest advocates in the industry for achieving interoperability in the hospital environment.

“From my point of view,” Furst says, “a demonstration like this is a unique opportunity for anyone who manages clinical technology. You can actually talk to the guy who wrote the program that makes that device interoperable,” and fi nd out exactly how that interoperability “might be relevant to your own situation.”

Interoperability, Furst adds, has come a long way in the last decade or so since he started consulting for IHE. “One of the biggest things I’ve noticed is how these intense competitors in the marketplace” – companies like GE and Philips and many others – “are really cooperating” to make interoperability a reality. “The fact is, if

Interoperability is always a popular topic at the AAMI conference.

you’re a hospital, you can go out and buy things like infusion pumps and vital signs monitors” that no longer require intermediary systems to communicate effectively with the EMR. “That’s huge,” Furst notes, “not only because it improves safety and workflow, but also because in the long run these interoperable systems can save you a lot of money.”

Paul Sherman, CCE, FACCE, who took over Furst’s management role at IHE, agrees. Thanks to advancements in interoperability, he says, medical devices are becoming “more and more capable of checking themselves” and then communicating their fi ndings to the CMMS, for example.

“The problem is that most CMMS vendors have not caught up. We have equipment that can provide testing information, and potentially reduce the need for biomeds to run out and do PMs, but the CMMSs just aren’t there yet,” Sherman says.

In his opinion, Sherman says, health care is making progress toward universal interoperability, “but not as much progress as I would have hoped.

We’re getting close, but there’s still work ahead.”

A MATTER OF TIME Yet another group that is focused on that work is the Center for Medical Interoperability in Nashville, Tennessee, where Kerry McDermott, MPH, is vice president of public policy and communications.

“You walk into any hospital in the country, and they’re all having the same exact problem,” McDermott notes.

“They can’t get their technologies to integrate in a plug-and-play way.”

The solution, McDermott says, will certainly involve standards and the concerted efforts of industry groups like AAMI and HIMSS, but it will also require that health systems themselves step up and articulate their

requirements to vendors. Toward that end, she says, CMI is building a lab at its headquarters that will serve as a kind of “vendor-neutral focal point” where engineers and others can come together to design, test, and ultimately certify easy-to-implement interoperability solutions.

“If you’re a health system CEO, you’ll know that the technology you’re about to buy is going to work safely, securely, and as expected,” McDermott says.

The lab, McDermott notes, should be completed by the end of this summer – after the AAMI demonstration is over, but well before next year’s conference rolls around. And once it opens and everyone gets to work?

“The plan is to tackle this issue at scale,” she says. “We defi nitely have a lot to do, but I have no doubt that we can eventually get there. If anything I think that interoperability is at a tipping point – it’s really just a matter of time.”

INTEROPERABILITY DEMO

CAREER

By Todd Rogers

F

or the most part, the biomedical equipment repair career field is dominated by professionals with a two-year associate degree. In my observation, a fouryear bachelor’s degree in this field is fairly late on the scene. Many four-year graduates move on to the research and design track, as opposed to performing hands-on maintenance. However, I have recruited and hired many talented HTM professionals who do not have a degree. But, they are the exception. For every successful person who doesn’t have a degree of some sort, I can probably name 10 who do.

TODD ROGERS Talent Acquisition Manager, Medxcel

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A college degree costs money and takes at least a few years of hard work while being basically flat broke the entire time. And, when you get the degree, employers typically want you to have a few years of experience before they will hire you and pay you enough to make a decent living. It’s a catch-22: you can’t get a job without a little experience and you can’t get experience without a job.

The double-whammy is that a degree isn’t typically sufficient to get you over the hump. So, what is a degree good for and why should someone commit to getting one? On a tactical level, what is the best way to go about securing a degree and getting the foundational experience to propel an aspiring biomed into a successful career? Those are big questions but I believe that I have answers which are practical and not terribly difficult to apply.

First, let me answer the question, “Why do I need a degree when I can already do the work?” Part of the answer is, it’s symbolic. Attainment of a degree clearly demonstrates commitment to the industry. It also demonstrates intrinsic interest in the work.

The line of thinking is, if you can tolerate several years of academic training and not wash out, you probably like the actual work for the sake of the work. Symbolically, the attainment of the degree indicates that you’re dedicated to the field. I could do my own taxes and I could write my own estate plan. I can do taxes for other people if I was asked

and I definitely know more about estate planning than my attorney-girlfriend.

But, no one would hire me to do either.

I’m just not that into taxes or estate law to commit to making a living at either.

The industries and the customers that they serve prefer to have the work done by dedicated professionals. For the most part, this translates to people who’ve put in their time and even gone into debt in order to join the guild. I like to think that if something bizarre happened to the tax code, I could rely on my CPA to know how to deal with whatever fancy twist Congress could dream up. I sleep better at night knowing that if I get an audit letter, I’d be in good hands. For me, good hands belong to someone who fulfilled all of the academic requirements of an accredited accounting program.

The catch-22 I previously mentioned is something I hear about almost daily. A person spends several years in academia and then upon graduation, struggles to find suitable work in his or her field.

That’s certainly frustrating. The academic phase serves some of the functions of career launch but not all of them. Go back and read that last sentence another time. The degree is part of it but it’s not all of it. The degree is the introduction and indoctrination to the fundamental elements of a career.

The student gets immersed in theoretical materials that teach specific terminology, concepts and methods. After these become habit, there is an application phase. But, the student should remind

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himself, this is academia and it replicates real-world endeavors and even goes so far as to coincide with the real-world. But, it is still academia. How does someone bridge the gap and get the experience coupled with the training?

The answer is, you seek out opportunities anywhere that you can find them. In our industry, we have associations (CMIA, Indiana Biomed Society, etc…) and you go to the meetings and you introduce yourself. You must be willing to clean the bathroom in the biomed shop in order to gain exposure to the seasoned gurus who you hope to become. After a few handshakes, you’ll get the invitation and you can then carve out your own internship/externship. You probably won’t get paid but you won’t be paying tuition, either.

A word of caution: a lot of amateurs will ease off the throttle and relax a little hoping that eventually they will get hired and not have to clean toilets. Wrong answer! You work your homegrown apprenticeship and you keep attending the association meetings and you keep introducing yourself to other people. You position yourself as wanting to know how things run in different shops, because no two shops run the same way. This might take a year and you’ll be making next to no money so be prepared to live lean. In our company, we have a program specifically dedicated to mentoring and developing recent technical grads. We’re the exception in this way. You’ll have to create your own program.

There’s one final aspect that needs to be covered: the art of self-promotion. Every biomed I speak with, from the rookies to the seasoned professionals, is talented at taking things apart and putting them back together correctly. They are all talented at figuring out why something doesn’t work the way it was supposed to work. Where members of this profession tend to come up short is when it comes to consistently socializing with non-technical people. For the most part, this is an area where each individual needs to put in time and effort at learning or improving his or her skills in the area of self-promotion. The low-hanging fruit is to get a hold of some Dale Carnegie materials and read them. But, if you really want to improve your ability to sell yourself and consistently be well-thought of, you will want to join Toastmasters or do presentations at work or in conferences.

There you have it. I hope this advice will be helpful as you seek to start your HTM career.

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Predict and Prepare, Part ll

By Matt Tomory

L

ast month’s column discussed how to mitigate downtime and repair costs by predicting and preparing. This month, I would like to apply the principle to migrating ultrasound service to in-house. Since we pioneered this type of program, well over a decade ago and have implemented countless more over the years, we have the preparation and prediction down to a science.

MATT TOMORY VP of Marketing & Sales, Conquest Imaging

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A successful migration program is very complex and is customized to each organization’s needs and specifications, but there are some basics we can cover here that are applied universally to all situations.

The best way to begin is to partner with an organization with the experience, knowledge and resources to assist you in the endeavor. From concept to full implementation, we have the resources to ensure your success including consultants to work with you every step of the way, world class training, 24x7 technical support, supplemental field service and the largest inventory of Quality 360 certified ultrasound parts and probes in the industry.

The next step is to get support for the program from all stakeholders including the C-suite, clinical departments affected and clinical engineering. Having support for the program from all concerned parties makes the project exponentially easier and much more successful.

Now an analysis and inventory of the equipment within the facility should be performed. What do you have? Where is it? What is the contract or warranty status? Once this is complete, you need to decide when you are going to begin based on FTE resources, their current competencies and warranty and contract status. It is much easier to implement the

program incrementally than all at once.

Once you have an analysis of all warranty and contract status, a calendar needs to be created with all expiration dates. This is utilized to schedule inspections of all systems nearing the end of a coverage period. Regardless of when the system was serviced, there is usually a time gap between the last service/ maintenance visit and the expiration of coverage. Who knows what has broken, worn out or not reported to the current provider? These inspections should occur around 21 to 30 days before losing coverage and should include a field test of all transducers, inspection of all buttons/ switches, main display evaluation, pins on transducer connector boards and mechanicals. Any deficiencies should be reported to your current provider and remedied prior to losing coverage. This is a critical step and can save thousands of dollars per unit if properly executed.

Conversely, if this is not performed, it will cause a spike in maintenance costs once the program gets underway.

As mentioned earlier, this process is very complex and cannot be covered in the limited space provided here. These are some basics to follow when considering and beginning a migration program. For addition information on this or anything/ everything ultrasound, please email me at mtomory@conquestimaging.com.

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THE FUTURE Recruiting Younger BMETs

By Roger A. Bowles, MS, EdD, CBET

T

he past year has been a whirlpool of change for our program and our college. So much of a whirlpool, that sometimes I feel like the spiral is getting tighter and I’m just about ready to clear the bowl and finally come to rest in the sludge of the septic tank. OK, maybe not quite that drastic. And maybe instead of the septic tank we will emerge in a much better environment. Sometimes too many changes in an organization, in too short a period of time, can lead to chaos, total disorganization and frustration.

Roger A. Bowles MS, EdD, CBET, Texas State Technical College

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First, over the past couple of years (less than that really), our state has mandated by law that all associate degrees offered by state-funded colleges must be exactly 60 semester hours. That is not a minimum of 60 hours, it can’t be less and it can’t be more. The only exceptions are degrees where there is a national organizational mandate (such as nursing programs, FAA regulated programs, etc.).

The law doesn’t leave much room for flexibility, especially with technical programs. And it certainly eliminates autonomy … not that people who teach for a living would know what they are doing anyway.

Second, all of Texas State Technical College’s campuses, statewide, became one system under our accrediting agency (Southern Association of Colleges and Schools). For that to occur, all programs being offered across multiple campuses had to align curricula. For many programs, this could equate to a cage match with no one leaving the ring unscathed. For our program, it was not that bad since all of the department chairs across the three campuses offering Biomedical Equipment Technology know each other and have worked together in the past. However, it did take away more of our autonomy and leave us with a decreased sense of direction.

Recently, the idea of compressed scheduling was floated by administration … and when I say “floated,” I mean “get

ready for it.” Compressed scheduling is not a new idea. Research on it dates back to 2001 and some colleges have implemented it. The way it works is if a student normally takes four classes per 16-week semester, he or she would take two classes the first 8 weeks and the other two classes the last 8 weeks. This, theoretically, allows students to concentrate more on the 2 classes they are taking at one time and improves retention (i.e. prevents drop out). The students do not graduate sooner, but the compressed schedule limits distractions from taking multiple classes.

This, at face value, seems like a good idea. However, when the average technical class is examined in more detail, it becomes less feasible. The average academic (English, math, etc.) class meets for 3 lecture hours per week for 16 weeks. Most of our technical courses have a heavy lab component and meet for 2 lecture hours and 4 lab hours per week for a total of 6 hours per week over a 16-week semester. Two technical classes for 8 weeks would be 24 hours in class time per week for the student and the instructor. Some more advanced classes later in the curriculum would have students and instructors in the classroom for 36 hours per week for 8 weeks for three classes. Putting it all on paper, we realized fairly quickly that we would need two additional full-time instructors, and even then burnout would be an issue for

faculty and students. It would also create a lack of lab space to run concurrent sections of classes.

Another push is competency-based education with another push toward hybrid classes that combine online content with face-to-face labs. Competency-based education is a subject I’m very familiar with having experienced it in the U.S. Navy Find it on the NEW Online Submarine Qualification System. I’ve also used it to teach basic Equipment Marketplace! rider education courses in the motorcycle world. To some extent, we use it in our courses at TSTC but there are also some elements of abstract thought being emphasized in MEDICALDEALER.COM troubleshooting courses and in analyzing problems.

The Simple Way To Buy, So, with all of the changes occurring, there is a need to hire “Cultural Officers” to make sure we are all “happy, happy, Sell And Review happy” and focused on the vision(s) being passed down. And after all, “Culture eats strategy for breakfast,” or at least that is It’s What You’ve what Mark Fields attributes Peter Drucker as saying.

Been Waiting For! I don’t want to sound negative. I think change and innovation Medical Dealer is proud to are imperative in order for an organization to thrive. However, announce the launch of it’s new where that change and innovation come from, I believe, plays a critical role in how successful it is in the long run. I believe website, offering the opportunity listening APPROVED to people in the trenchesCHANGES is important. Sometimes to buy & sell medical equipment PROOF NEEDED positive improvements can be gained by providing some and review vendors! autonomy in how people do their jobs, paying attention to their CLIENT SIGN–OFF: recommendations, giving them the tools needed to do their jobs, and PLEASE getting out CONFIRM of the way. To THAT put it bluntly, all I can see is ARE CORRECT THE ifFOLLOWING www.medicaldealer.com your butt, I can’t see your vision. And no “Cultural Officer” can LOGO PHONE NUMBER WEBSITE ADDRESS SPELLING GRAMMAR make me appreciate my current view.

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TECH SAVVY

An Overview of Virtualization

By Jeff Kabachinski

W

elcome to TechNation’s newest monthly column – Tech Savvy. The concept behind this column is to provide Healthcare Management professionals with various and current technical details affecting healthcare technology.

Most of the time we just need an overview of the technology – not needing the details until a problem arises. The intent here is to provide that overview and serve as a means to find out more when needed.

Jeff Kabachinski Senior Director of Technical Development

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VIRTUALIZATION Virtualization continues to be at the top of the list of things to know about and deal with for healthcare IT professionals.

One big driver of virtualization is the savings involved. In the old days (3 years ago – which is 21 IT years) servers typically were dedicated to one app – like a mail server. This led to many servers in a server farm all running at minimal usage – in the order of 15 or 20 percent each. Partially used servers consume just about the same amount of power as a busier server and need the same amount of technical support.

In general, virtualization takes physical hardware and converts it to logical devices.

Virtualization employs several methods for managing computer operating systems’ (OS) and applications’ use of the hardware. One method of virtualization provides what is known as a hypervisor between the software and hardware. It captures all OS calls to and from the hardware before passing it on. The hypervisor or extra software layer is called the abstraction layer. This is full virtualization where the OS is not aware that the hypervisor is controlling its access to the hardware. The main point is that the hypervisor allows more than one OS access to the hardware unbeknownst to each OS. Each hosted virtual machine (VM) runs separately and isolated from each other. Each virtual machine works as though it has sole access and control of the shared hardware. In this way one physical

computer can host separate and isolated virtual machines. Virtualization also prevents separate applications from interfering with each other.

INCREASED EFFICIENCY Microprocessors and applications keep increasing their efficiencies. As applications get more sophisticated they require less computing power to run. CPUs also continue to grow in raw computing power with ever smaller hardware topologies.

Packing in over a billion transistors with 22nm lithography with the required 60 miles of copper/gold lines to connect them all! As lithography gets to 12 and 7nm sizes we can expect even more computing power. This is in addition to multi-core processors where each core can handle two programming threads. The ultimate effect is that ever more computing power goes idle – or becomes available for virtual machines.

PARAVIRTUALIZATION With full virtualization there’s a hypervisor to add capacity and capability however it’s also adding another layer to deal with.

With paravirtualization some of the guest OS code is altered to better cooperate with the virtualization processes in the VM. For example, since some of the OS’s protected instruction set must be trapped and handled by the hypervisor – it can be faster and more efficient to modify how the OS operates to bypass the hypervisor and the needed time to trap and respond. Even

faster capability can be achieved if the guest OS provided its own imbedded hypervisor or inherently had the ability to operate in a virtualization environment. Operating System level virtualization does just that. It requires many changes to the OS’s kernel but the advantages are speed and efficiency. This is the direction we’re headed. Intel’s latest CPU’s are being built to fully accommodate virtualization with something called Rapid Virtualization Indexing.

Server consolidation is one result by having increased utilization. It reduces server sprawl to lower hardware, support and maintenance costs. Costs are also saved with improved software management and security. In addition, retaining legacy systems gets much easier and more reliable as VMs. However, servers are not the only place where virtualization can occur that is just the most obvious place for savings.

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The Winds of Regulatory Change Are Blowing

By Alan Moretti

T

he recent FDA press release of March 4 titled, “Refurbishing, Reconditioning, Rebuilding, Remarketing, Remanufacturing, and Servicing of Medical Devices Performed by Third-Party Entities and Original Equipment Manufacturers; Request for Comments,” is important for TechNation readers.

ALAN MORETTI Healthcare Technology Management Executive

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It now brings the alternative equipment service provider and in-house HTM groups to what could be the final decision and action point as to how they will continue to exist in the U.S. health care industry.

This FDA message should not be a surprise for those who have been in tune with the affects from the Affordable Care Act (ACA) nor the positioning statement released in the “December Letter of 2013” by the Centers of Medicare and Medicaid Services (CMS). The directional lean of the FDA is for all providers of medical equipment service to comply fully with the original equipment manufacturers’ (OEM) specifications and regulated practices. It sounds pretty simple. But wait, it may not be viewed in the same context by all.

A long-standing area of industry contention has focused on the question: Why are OEMs required to be regulated and held to the highest standards by the FDA and other governmental agencies as to the products they manufacture and support, while others entities such as the alternative medical equipment service provider sector and in-house HTM departments are not held to those

same stringent rules? It is a valid question and makes a strong point – wouldn’t you agree?

So, where is this latest FDA movement going and how will the HTM service community react? The social media outlets are “buzzing” and several articles in industry publications have already been circulating. In my opinion, the stage is being set for an FDA regulatory platform that will now impact alternative medical equipment support providers – both third-party service providers and in-house HTM departments. Could it be that an ISO 9001 certification could become a requirement for an alternative medical equipment support provider to operate in this space? Perhaps even a newly created “FDA 510K” type of accreditation process will be created for alternative medical equipment support providers. One thing is certain – this latest FDA movement will not fade away as it did in the late 1990s. It has resurfaced during what is the greatest time of historic change the health care community has ever seen. The providers who are smart enough to realize it will need to overcome this challenge or become extinct!

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MAY 2016

1TECHNATION.COM

81

THE ROMAN REVIEW

Performance Evaluations – Why you are doing them wrong

By Manny Roman

I

am again going to get into a controversial topic with my normal contrarian approach.

I can do this since none of you will be offering me a lucrative position with your fine organization in the foreseeable future.

So, here is my opinion on performance evaluations.

MANNY ROMAN, CRES Founding Member of I.C.E. imagingigloo.com

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The presumable objective of performance evaluations is to determine and evaluate an employee’s performance over a designated length of concluded time. In many cases this mandated, and feared, process is conducted on a yearly basis by members of management. I have never, ever, met anyone who looks forward to evaluation time. Managers dread that they only have a minimum amount of reward money to spread through their department. Those being evaluated fear that they will get a bad report and thus no raise. The performance evaluations are tied so directly to future increases in compensation that they serve to justify or deny this compensation.

Yeah, I get it that compensations must be tied to performance. My objection is to the evaluation process itself.

Many years ago, for a college course long forgotten, I conducted a survey at my place of employment. I asked managers a simple question: How do you determine the rating you will give each of your department members?

“I look at my best performer and I evaluate the performance of everyone else in comparison.”

“I evaluate everyone against the best person I have ever had.”

“I establish my average person and then rate to above and below that average.”

You can see where this is going. Using this type of criteria allows for only one superstar. All others will fall short with someone at the bottom no matter how they perform. No one ever said, “I rate my people on whether they meet their objectives.” I firmly believe that the only

true means for evaluating performance is to use good objectives.

Give people SMART (Specific, Measurable, Achievable, Reasonable, Time-bound) objectives. Give them the support and tools to achieve them and “Measure” their performance against these objectives. If all the people meet their objectives then you have a great, engaged group and they can all be superstars. There is no need to force a bottom performer, or a top performer.

My second issue with performance evaluations is the timing. I get that once a year for a formal, written evaluation makes managers feel the power.

However, a better option is to have a scheduled, non-wavering One-On-One with each person every week or two to discuss progress and evaluate the objectives to make sure they are still SMART. Do this and you will have documentation from your One-On-One notes to back up the yearly evaluation.

One more issue that just makes me crazy is when the person being evaluated is given a day or two to evaluate herself so she can compare notes with her manager. I am probably wrong in thinking that this shows a lack of courage on the part of the manager. The standard and expected response is that the employee will not rate herself high for fear of embarrassment. The manager can then “increase” the employees rating and avoid a possible conflict. If the manager had been conducting the One-On-Ones, the rating would already be known by both people and it should be a great rating. There could not be a bad rating since issues would be resolved way before the yearly evaluation.

TRIM 4.5”

TRIM 4.5”

My first encounter with this tactic caused me a great deal of anxiety. I, of course, was not prepared to evaluate myself, especially given such a short time. Then, I realized that my manager also had a short time and he would also be unprepared, with no documentation and only a vague memory of my accomplishments. I realized that he expected my selfevaluation to be fairly low.

I rated myself the highest possible rating on all categories. I provided a great deal of documented evidence of my performance. The result was that he had limited options for giving me a lower evaluation. I did allow him to negotiate me down one notch in one category. It had something to do with my tendency to modify management directives.

We shook hands with a smile and as I exited his office I glanced back. He was looking at my pile of documentation and shaking his head. He never asked me to perform a self-evaluation again.

FOR 2016

PUBLICATION MEDICAL DEALER

TECHNATION

BUYERS GUIDE

ORTODAY

OTHER

NOTES

MONTH J

F

M

A

M

J

J

AD SIZE 1/3 Page Square 4.5”x4.5”

A

S

O

N

D

DESIGNER: JL

EXPERT ADVICE

DID YOU KNOW? Science Matters

Waves lie behind a tiny force of nature

Gecko lizard

Researchers have found a pattern lying in the small van der Waals forces between molecules – forces that hold all sorts of materials together, giving them their structure and qualities.

Van der Waals forces Attract or repel molecules across “nanoscale” distances

Microscopically fine hairs on foot pads can adhere to glass

1 nanometer = 1 billionth of a meter This is the scale of nanotechnology, the building of extremely small machines and structures

Lets small animals grip smooth surfaces

Carbon lattice nanotube

Van der Waals forces hold tiny hairs on insects’ and spiders’ feet to slick surfaces (photos show magnified views of the hairs)

Researchers found wavelike fluctuations in the forces Wave patterns explain irregularities in electrostatic charges Wave forms reinforce each other in some places ... ... and cancel each other in other places Source: Robert DiStasio of Cornell University; Alexandre Tkatchenko of University of Luxembourg; Science magazine; Max Planck Institute; TNS Photos Graphic: Helen Lee McComas, Tribune News Service

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MAY 2016

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85

THE VAULT

D

o you consider yourself a history buff? Are you widely regarded among coworkers as an equipment aficionado? Here is your chance to prove it! Check out “The Vault” photo.

Tell us what this medical device is and earn bragging rights. Each person who submits a correct answer will be entered to win a $25 Amazon gift card. To submit your answer, visit 1TechNation.com/vault-may-2016. Good luck!

SUBMIT A PHOTO Send a photo of an old medical device to editor@mdpublishing.com and you could win a $25 Amazon gift card courtesy of TechNation!

LAST MONTH’S PHOTO A Conductance meter used to measure conductive flooring. This photo was submitted by David Scott.

To find out who won a $25 gift card for correctly identifying the medical device, visit www.1TechNation.com.

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MAY 2016

BREAKROOM

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Should be

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1TECHNATION.COM

87

BULLETIN BOARD

A

new resource where medical equipment professionals can find all the information needed to help them be more successful! The easy to navigate Bulletin Board gives you access to informative blogs, expos and events, continuing education opportunities, and a job board. Visit www.MedWrench.com/BulletinBoard to find out more about this resource.

UPCOMING EVENTS NAPXP 2016 5th-6th Mother’s Day

AUA 2016!

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Visit www.MedWrench.com for more details about our events

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ACCESS EQUIPMENT MANUALS ON MEDWRENCH! STEP 1: LOOK UP YOUR EQUIPMENT USING THE “FIND YOUR EQUIPMENT” DROP DOWN MENU. STEP 2: CLICK ON THE “DOCUMENTS” TAB ON THE PRODUCT PAGE. STEP 3: DOWNLOAD DOCUMENTS.

Career Opportunities

Hiring for: Biomedical Service Engineers The InterMed Group is seeking a Biomedical Service Engineer to service accounts in Ocala, Florida and in the Southern GA area. Engineers should have 3 to 5 years of experience in general biomedical equipment service, excellent customer service, and professionalism. We are also looking for biomeds who are willing to travel all over the country on our Jump Team.

If interested please contact: jobs@intermed1.com 800-768-8622 ext. 308.

The InterMed Group is a drug free workplace and an EOE. www.intermed1.com

cessing c a o t ne m Step O MedWrench.co on Manuals

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Visit www.MedWrench.c om/BulletinBoard for m ore details and to register for these upcoming classes .

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BREAKROOM

ANESTHESIA BC Group International

Ph: 314-638-3800

www.BCGroupStore.com

BC

Gopher Medical

Ph: 844-246-7437

www.gophermedical.com

37

Repair MED

Ph: 855-813-8100

www.repairmed.net

87

Ph: 877-497-6412

www.partssource.com/shop

17

Ph: 800-800-5402

www.rietermedical.com

73

iMed Biomedical

Ph: 817-378-4613

www.imedbiomedical.com/

79

Repair MED

Ph: 855-813-8100

www.repairmed.net

87

Ampronix, Inc.

Ph: 800-400-7972

www.ampronix.com

16

Gopher Medical

Ph: 844-246-7437

www.gophermedical.com

37

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

Quantum Biomedical

Ph: 866-439-2895

quantumbiomedical.com

83

Southeastern Biomedical, Inc.

Ph: 828-396-6010

sebiomedical.com

41

Southwestern Biomedical Electronics

Ph: 800.880.7231

www.swbiomed.com

7

RSTI

Ph: 800-229-7784

www.rsti-training.com

27

Technical Prospects

Ph: 877-604-6583

technicalprospects.com

BATTERIES PartsSource, Inc.

BEDS AND STRETCHERS Rieter Medical Services

BIOMEDICAL

CARDIOLOGY

CARDIOVASCULAR 47, 49

COMPUTED TOMOGRAPHY AllParts Medical, LLC

Ph: 866-507-4793

www.allpartsmedical.com

42

Ed Sloan & Associates

Ph: 615-448-6095

www.edsloanassociates.com

77

Injector Support & Service

Ph: 888-667-1062

www.injectorsupport.com

50

KEI Med Parts

Ph: 512 -477 1500

www.keimedparts.com

39

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

RSTI

Ph: 800-229-7784

www.rsti-training.com

27

RTI Electronics

Ph: 800-222-7537

www.rtigroup.com

87

Technical Prospects

Ph: 877-604-6583

technicalprospects.com

Tri-Imaging Solutions

Ph: 855-401-4888

www.triimaging.com

32

Zetta Medical Technologies

Ph: 800-991-1021

zettamed.com

75

47, 49

CONTRAST MEDIA INJECTORS

90

Injector Support & Service

Ph: 888-667-1062

www.injectorsupport.com

50

Maull Biomedical

Ph: 440-724-7511

maullbiomedicaltraining.com

79

1TECHNATION.COM

MAY 2016

g nin Tra i

ce rvi Se

s Pa rt

Ad

Company Info

Pa ge

SERVICE INDEX

ENDOSCOPY Captial Medical Resources

Ph: 614-657-7780

www.capitalmedical resources.com

39

J2S Medical

Ph: 844-342-5527

www.j2smedical.com

33, 45

Ph: 800-438-3937

surgicalmicroscopes.com

68

AIV

Ph: 888-656-0755

www.aiv-inc.com

37

Elite Biomedical Solutions

Ph: 855-291-6701

elitebiomedicalsolutions.com

3

J2S Medical

Ph: 844-342-5527

www.j2smedical.com

Quantum Biomedical

Ph: 866-439-2895

quantumbiomedical.com

83

Ph: 800-229-7784

www.rsti-training.com

27

Ampronix, Inc.

Ph: 800-400-7972

www.ampronix.com

16

Integrity Biomedical Services

Ph: 877-789-9903

Pacific Medical, LLC

Ph: 800-449-5328

pacificmedicalsupply.com

8

Tenacore Holding, Inc

Ph: 800-297-2241

www.tenacore.com

59

USOC Bio-Medical

Ph: 855-888-8762

www.usocmedical.com

22

Ph: 866-507-4793

www.allpartsmedical.com

42

www.mvs.bayer.com

69

EQUIPMENT RENTAL Prescott’s

INFUSION PUMPS

33, 45

MAMMOGRAPHY RSTI

MONITORS/CTR’S www.integritybiomed.com

57

MRI AllParts Medical, LLC Bayer Healthcare- MVS

Ph: 1-844-MVS-5100

Ed Sloan & Associates

Ph: 615-448-6095

www.edsloanassociates.com

77

KEI Med Parts

Ph: 512 -477 1500

www.keimedparts.com

39

PartsSource, Inc.

Ph: 877-497-6412

www.partssource.com/shop

17

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

Zetta Medical Technologies

Ph: 800-991-1021

zettamed.com

75

Global Medical Imaging

Ph: 800-958-9986

www.gmi3.com

2

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

RSTI

Ph: 800-229-7784

www.rsti-training.com

27

MedWrench

Ph: 512 -477 1500

www.MedWrench.com

85

TechNation Webinar Wednesday

Ph: 800-906-3373

1TechNation.com/webinars

49

Ph: 888-656-0755

www.aiv-inc.com

37

NUCLEAR MEDICINE

ONLINE RESOURCES

PATIENT MONITORING AIV

INDEX

g nin Tra i

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s Pa rt

Ad

Pa ge

Company Info

BETA Biomedical Service, Inc.

Ph:800-315-7551

www.betabiomed.com

BMES/Bio-Medical Equipment Services Co.

Ph:800-626-4515

www.bmesco.com

Elite Biomedical Solutions

Ph: 855-291-6701

83 51, IBC

elitebiomedicalsolutions.com

3

www.gophermedical.com

37

Gopher Medical

Ph: 844-246-7437

Integrity Biomedical Services

Ph: 877-789-9903

J2S Medical

Ph: 844-342-5527

www.j2smedical.com

Pacific Medical, LLC

Ph: 800-449-5328

pacificmedicalsupply.com

8

PartsSource, Inc.

Ph: 877-497-6412

www.partssource.com/shop

17

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

Quantum Biomedical

Ph: 866-439-2895

quantumbiomedical.com

83

Rieter Medical Services

Ph: 800-800-5402

www.rietermedical.com

73

Repair MED

Ph: 855-813-8100

www.repairmed.net

87

Southeastern Biomedical, Inc.

Ph: 828-396-6010

sebiomedical.com

41

Southwestern Biomedical Electronics

Ph: 800.880.7231

www.swbiomed.com

7

Tenacore Holding, Inc

Ph: 800-297-2241

www.tenacore.com

59

USOC Bio-Medical

Ph: 855-888-8762

www.usocmedical.com

22

Ph: 800-991-1021

zettamed.com

75

www.integritybiomed.com

57 33, 45

PET Zetta Medical Technologies

RTLS Versus Technology

Ph: 1-877-9VERSUS

www.versustech.com

24-26

RADIOLOGY Rieter Medical Services

Ph: 800-800-5402

www.rietermedical.com

73

Technical Prospects

Ph: 877-604-6583

technicalprospects.com

47, 49

RECRUITING/EMPLOYMENT Stephen’s International Recruiting, Inc.

Ph: 870-431-5485

www.bmets-usa.com

85

Captial Medical Resources

Ph: 614-657-7780

www.capitalmedical resources.com

39

Prescott’s

Ph: 800-438-3937

surgicalmicroscopes.com

68

Ph: 888-656-0755

www.aiv-inc.com

37

Ph:800-626-4515

www.bmesco.com

51, IBC

SURGICAL

TELEMETRY AIV BMES/Bio-Medical Equipment Services Co. Elite Biomedical Solutions

92

Ph: 855-291-6701

Gopher Medical

Ph: 844-246-7437

Integrity Biomedical Services

Ph: 877-789-9903

Pacific Medical, LLC

Ph: 800-449-5328

1TECHNATION.COM

MAY 2016

elitebiomedicalsolutions.com

3

www.gophermedical.com

37

www.integritybiomed.com pacificmedicalsupply.com

57 8

g nin Tra i

ce rvi Se

Ad

Pa ge

Company Info

s

(CONT) Pa rt

SERVICE INDEX

Quantum Biomedical

Ph: 866-439-2895

quantumbiomedical.com

83

Southeastern Biomedical, Inc.

Ph: 828-396-6010

sebiomedical.com

41

Southwestern Biomedical Electronics

Ph: 800.880.7231

www.swbiomed.com

7

Tenacore Holding, Inc

Ph: 800-297-2241

www.tenacore.com

59

USOC Bio-Medical

Ph: 855-888-8762

www.usocmedical.com

22

Ph: 314-638-3800

www.BCGroupStore.com

BC

TEST EQUIPMENT BC Group International Pronk Technologies Radcal Corportation

Ph: 800-609-9802 Ph: 800-423-7169

www.pronktech.com

5, 14-15

www.radcal.com

33

Ph: 800-222-7537

www.rtigroup.com

87

Ph: 800-229-7784

www.rsti-training.com

27

AllParts Medical, LLC

Ph: 866-507-4793

www.allpartsmedical.com

42

PartsSource, Inc.

Ph: 877-497-6412

www.partssource.com/shop

17

Tri-Imaging Solutions

Ph: 855-401-4888

www.triimaging.com

32

Ph: 866-507-4793

www.allpartsmedical.com

42

www.mvs.bayer.com

69

RTI Electronics

TRAINING RSTI

TUBES/BULBS

ULTRASOUND AllParts Medical, LLC Bayer Healthcare- MVS

Ph: 1-844-MVS-5100

Conquest Imaging

Ph: 866-900-9404

www.conquestimaging.com

11

Global Medical Imaging (GMI)

Ph: 800-958-9986

www.gmi3.com

2

MW Imgaging

Ph: 877-889-8223

www.mwimaging.com

81

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

Summit Imaging

Ph: 866-586-3744

www.mysummitimaging.com

4

Trisonics, Inc

Ph: 877-876-6427

www.trisonics.com

41

Ph: 800-400-7972

www.ampronix.com

16

Bayer Healthcare- MVS

Ph: 1-844-MVS-5100

www.mvs.bayer.com

69

Ed Sloan & Associates

Ph: 615-448-6095

www.edsloanassociates.com

77

Engineering Services

Ph: 888-364-7782x11

www.eng-services.com

6

Philips Healthcare

Ph: 800-229-6417

www.philips.com/mvs

23

RSTI

Ph: 800-229-7784

www.rsti-training.com

27

RTI Electronics

Ph: 800-222-7537

www.rtigroup.com

87

Technical Prospects

Ph: 877-604-6583

technicalprospects.com

Tri-Imaging Solutions

Ph: 855-401-4888

www.triimaging.com

X-RAY Ampronix, Inc.

47, 49 32

INDEX

g nin Tra i

ce rvi Se

s Pa rt

Pa ge Ad

Company Info

ALPHABETICAL INDEX AIV, Inc. ……………………………

37

iMed Biomedical ……………………

79

Rieter Medical Services ……………

73

Allparts Medical, Inc. ………………

42

Injector Support and Service, LLC …

50

RSTI …………………………………

27

Ampronix ……………………………

16

Integrity Biomedical Services, LLC…

57

RTI Electronics ……………………

87

Bayer Healthcare- MVS ……………

69

J2S Medical……………………… 33. 45

Southeastern Biomedical …………

41

BC Group International, Inc. ……… BC

KEI Med Parts ………………………

39

Southwestern Biomedical Electronics

7

BETA Biomedical Services …………

83

Maull Biomedical Training LLC ……

79

Stephens International Recruiting Inc. 85

Bio-Medical Equipment Service Co. 51, IBC

MedWrench ………………………

85

Summit Imaging ……………………… 4

Capital Medical Resource LLC ……

39

MW Imaging ………………………

81

TechNation Webinar Wednesday …

Conquest Imaging …………………

11

Pacific Medical LLC ………………… 8

Technical Prospects …………… 47, 49

Cool Pair Plus ………………………

50

PartsSource, Inc ……………………

17

Tenacore Holdings, Inc. ……………

59

ECRI Institute ………………………

58

Philips HealthCare …………………

23

Tri-Imaging Solutions ………………

32

Ed Sloan and Associates……………

77

Prescott’s …………………………

68

Trisonics, Inc. ………………………

41

Elite Biomedical Solutions …………… 3

Pronk Technologies ………… 5, 14-15

USOC Bio-Medical Services ………

22

Engineering Services ………………… 6

Quantum Biomedical ………………

83

Versus Technology, Inc. ………… 24-26

Global Medical Imaging ……………… 2

Radcal Corporation …………………

33

Zetta Medical Technologies ………

Gopher Medical ……………………

Repair MED …………………………

87

37

PLAN ATTEND

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REGISTER ONLINE AT WWW.ATTENDICE.COM 94

1TECHNATION.COM

MAY 2016

INDEX

49

75

MAY 2016

1TECHNATION.COM

95

U LT R A S O U N D L E A K A G E T E S T I N G Are your patients at risk?

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New "Soft Touch" Connector

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