The realisation time can be reduced by introducing equipment operator’s shift checklist based on the recommended checks and procedures to be performed and documented at the start of each shift. Delay in inspection time by hospital biomedical engineer is reduced by the technician lodging in complaint in the hospital equipment maintenance tracker software and the concerned engineer will be paged automatically. The escalation of call should be made to the biomedical department head in case the complaints are not resolved by the concerned engineer.
As it is noted from Table-A that the minor (first hand level) complaints form 67 per cent of total complaints but the hospital biomedical engineer was able to rectify only 32 per cent of those. The delay in diagnosis time can be further improved by providing regular training to hospital biomedical engineer and providing good workshop facility for the hospital biomedical engineering department (i.e. well-equipped with toolkits, calibration devices and equipment service manuals). Also, the concerned department should function round the clock.
The delay in inspection by equipment vendor service engineer can be reduced by lodging in call at vendor uptime centre by biomedical engineer in case the problem is not resolved within one hour from compliant lodging.
The biggest challenge is in reducing the spare procurement time. This delay in activity includes:
The downtime can be checked and controlled at the time of negotiation of medical equipment procurement with the vendor by incorporating uptime guarantee (usually from 95-99 per cent) and having downtime penalty clearly specified in the purchase order.
To conclude the above analysis with effective measures taken in each component of downtime process map, hospitals can achieve an average much lesser downtime and thereby improve their patient care facilities and productivity.