Efficiency, Preventive Maintenance, On-time Performance and Delayed PM Performance.” Jackson cited as an example, the “gener- ally accepted national average of hospital asset utilization is 40 percent, which means valuable assets such as IV pumps sit idle 60 percent of the time. That leaves significant opportunity to increase utiliza- tion by getting the equipment to the right people at the right time, and subsequently reduce inventory,” he added. In addition to the potential savings

gained by streamlining physical equip- ment acquisition, there are ancillary operational savings associated with purchasing less equipment, including less investment in service agreements, consumables, installation costs and user training, according to Jackson. These costs can significantly impact both capital and operating budgets, he said. “From our experience, return-on- investment calculations are very spe- cific to the end hospital client,” said Joe Pleshek, CEO, Terso Solutions, Fitchburg, WI. “We do find that most of the ROIs include one or more of the following value drivers: improved charge capture, labor savings, reduced car- rying costs, lower expired product write-offs and en- hanced regulatory compli- ance.”

Joe Pleshek

Zebra Technologies offers a central- ized view of management for any of its location technology beacons, as well as sensors/receivers that create actionable intelligence by determining location information and by assigning status and condition changes, said Chris Sullivan, Global Healthcare Practice Lead, Zebra Technologies, Lin- colnshire, IL. “This informa- tion is displayed through customizable dashboards showing real time key per- formance metrics,” he not-

Chris Sullivan

ed. “Through the delivery of operational performance metrics, critically required baseline data is captured and perfor- mance improvements are measured. It is only through the creation of this quantifi- able data that meaningful ROI calculations can be determined and cost justi- fication obtained.”

Jatinder Sihra, Global

Marketing Director, Digital Solutions, GE Healthcare, Milwaukee, stressed that her company’s Encompass RTLS can

Jatinder Sihra

cost up to 60 percent lower than cabled RTLS because it doesn’t require an on-site server for the hospital to maintain and no dedicated software to update. “The system readily scales to accommodate growth and can be easily reconfigured if hospital layouts are redesigned or repur- posed,” she added. Sihra emphasized a cost-effective RTLS deployment ultimately provides clear benefits in three areas: • Patient care: “RTLS helps ensure mobile assets are delivered when patients need them, helps caregivers provide prompt diagnosis and treatment, and enables nurses to spend more time on patient care, rather than looking for devices.”

• Operation efficiency: “Staff members easily and quickly locate equipment; time spent searching is greatly reduced. Biomedical staff can locate equipment to perform timely and compliant planned maintenance.”

• Financial performance: “Mobile device inventory is right-sized and capital, maintenance and labor costs reduced. Loss, theft, and rental of mobile assets like IV pumps and telemetry boxes may be minimized.”

Healthcare organizations need to evalu- ate the total cost of ownership (TCO) of the solution as well as the benefits that would be realized by that provider orga- nization from that solution, urged Sandy Murti, Senior Director, Industry Solu- tions & Business Develop- ment, Impinj Inc., Seattle. “When we work with cus- tomers or our partners, we recommend they consider the following drivers of TCO: 1. What is the infrastructure cost for a given asset management use case?

Sandi Murti

2. What are the tag types that will be needed, and how will the tags be placed on the equipment?

3. What are the installation and integra- tion costs associated with the fixed infrastructure?

4. What are the ongoing support and maintenance costs for the total system? In addition to TCO drivers, a healthcare organization should explore potential benefits, Murti continued. “On the other side of the equation,” he said, “what are the benefits realized from the deployment of RAIN RFID-based systems? 1. What does asset loss cost the organiza- tion today?

2. How much time does your staff spend searching for equipment?

3. What are your current asset utilization rates?

4. How much does your organization spend on equipment rental or new equipment purchasing annually and what reductions can you expect?

5. Will your biomed department pro- ductivity rise with the elimination of manual asset tracking tasks? Adam Peck, Vice President, Marketing,

CenTrak Inc., Newtown, PA, contended that how you measure the ROI from a Location Services platform remains heavily dependent on the asset type, uses, cases deployed and the facility’s key objectives. As

Adam Peck

a result, Peck indicated, each hospital should determine its own key perfor- mance indicators (KPIs). “Beyond the ability to save time search- ing for a piece of equipment, improved utilization rates is one important aspect many facilities use to measure the success of their asset tracking and management solution,” Peck said. “If utilization rates are improved, that typically translates to reduced costs in rentals or equipment purchases, as well as ensuring PAR-levels are effectively managed.” Staff efficiency can be measured in a variety of ways, according to Peck. “With the ability to automate clinical workflow, such as nurse call cancellation, electronic health record documentation, and round- ing logs, one metric frequently used is the difference in time spent with patients vs. administrative tasks after a real-time loca- tion system has been implemented,” he said. “Improved hand-hygiene compliance rates and reduced healthcare-acquired infections (HAI) are additional metrics that can be used to measure the ROI of staff locating and the effectiveness of an enterprise location services program.” Real-time tracking of the patient journey at admission, during his or her stay, and at discharge can help healthcare facilities significantly improve various aspects of patient flow, Peck continued. “Let’s use au- tomated patient discharge as an example,” he said. “When a patient is discharged from a facility, the patient places their RTLS tag, which is attached to the hospital ID bracelet, in a designated dropbox. This dropbox, equipped with CenTrak’s RTLS technology, captures the patient ID and immediately notifies the cleaning staff that the room is unoccupied — reducing costly delays in communication and patient wait times for the next available bed. More ef- fective patient management often creates greater patient throughput, reduced length of stay and higher bed turnover rates — all of which are great KPIs to evaluate.” HPN • HEALTHCARE PURCHASING NEWS • March 2018 65

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