Clinical engineering support for the critical care unit.
A tremendous selection of choices, both for goods and services, is available in the health care industry. Unfortunately, even marginal increases in expenses are hard to rationalize in today's market. To squeeze every bit from every dollar requires very active and dynamic leadership. Regulatory requirements, with the requisite documentation, must be met efficiently to free the organization to concentrate resources on providing primary health care. Capital dollars can be spent only on the best value to meet corporate objectives. The processes of health care delivery, risk assessment and management, and technology acquisition must be integrated on a corporation-wide scope to optimize the final product. To this end, the clinical engineering department brings essential skills to this participatory, dynamic management of modern health care facilities. This process of technology management has been implemented in various hospitals since 1985. Taking lessons from industry, hospital administrators are focusing management resources to address specific concerns. Clinical engineering, with its technical expertise, practical knowledge in the delivery of health care, and accrued database, is an essential part of this process. This technology management process involves an integration of experts to find specific solutions, and the supporting policies and procedures to ensure universal use of technology management.
Wilder
D K
DK
Albany Medical Center, NY.
D001698:Biomedical Engineering; D006801:Humans; D007362:Intensive Care Units / Q000458:organization & administration* / Q000592:standards; D015274:Interdepartmental Relations; D008284:Maintenance and Engineering, Hospital / Q000458:organization & administration* / Q000592:standards; D017146:Models, Organizational; D014481:United States