¶ … service cost, Devices, and Cost per bed
Qualitative research design model
Secondary Data Collection
Research Validity and Reliability
Across the U.S., hospitals are overspending millions each year on mobile assets that are not utilized effectively. Despite more than adequate inventories, equipment often is not available when needed. As a result, more units are bought, leased, or rented. And those units, in turn, get lost in the system and therefore, underutilized. In fact, the number of mobile devices per U.S. hospital bed has increased 60% in the past 15 years while costs have doubled. Yet in most hospitals, the device utilization is approximately 45%. In the present study, the need for optimization and efficiency methods with clinical assets is investigated.
Introduction
Hospitals in U.S. have to incur increased expenses for acquisition of medical equipment utilized for their normal operations. The cost of equipment purchased is high and hospitals are required to maintain a backup inventory of the equipment in order to efficiently carry out their daily operations. The hospitals utilize the equipment based on their needs and an increased number of equipment is either reported to be missing at times. The misuse, theft, wastage, and unavailability of medical equipment when required pose an economic challenge for these institutions. The result of all these issues can be interpreted in a huge annual loss, damaged reputation, and inefficacy in hospital operations.
The primary research objective is to perform detailed analysis of the elements concerning high cost of hospital operations and present a framework for optimization of clinical assets. The cost of operation is also increased through losses of clinical assets. The research will explore and identify the possible reasons for clinical asset losses.
The secondary objective of the research is to provide a framework for rectifying the possible cures of the situation. The research will also focus its attention in terms of providing the strategy that can facilitate in handling hospital operations, inventory management, and security of clinical assets. Finally the third objective of research is to propose recommendations for reduction of mishandling, theft, and misuse of the clinical resources. The usage of technology options will also be explored for clinical asset's traceability, allocation, and optimization (Pflaum, Meier, Muench, Fluegel, Gehrmann, Hupp, & Sedlmayr, 2010). The research will also be able to address clinical assets optimization issues in particularly in United States and generally in other parts of the world.
Literature Review
One common source of financial stress for hospital executives is equipment replacement. While new technology is paramount to providing remarkable patient care, its cost can often be measured in the millions of dollars. With most healthcare delivery systems already feeling pushed when it comes to operational costs, the common request to reduce spends simply part of the budget. Across the U.S., hospitals are overspending millions each year on mobile assets that are not utilized effectively. Despite more than adequate inventories, equipment often is not available when needed. As a result, more units are bought, leased, or rented. And those units, in turn, get lost in the system and therefore, underutilized. In the present paper, the need for optimization and efficiency methods with clinical assets are investigated.
In a research Kelly (2009) Thompson Reuters, it suggests that there is anywhere from $75 billion - $100 billion of waste in healthcare due to what is labels as "Provider Inefficiency and Errors." Of that category it specifically describes inefficiencies in the utilization of equipment. In the same article by R. Kelly, it referenced a May 2009 interview with NPR, Peter Orszag director of the White House Office of Management and Budget whom said, "Estimates suggest that the $700 billion a year in healthcare costs do not improve health outcomes. They occur because we pay for more care rather than better care. We need to be moving towards a system in which doctors and hospitals have incentives to provide the care that makes you better, rather than the care that just results in more tests and more days in [the] hospital."
According to Baretich (2004) the hospitals procure the devices and required clinical assets for usage in critical times. It is also noted that the procurement is made in advance and additional assets are kept in adequate amount in order to respond emergencies and smooth normal operations. However when required these assets are hard to locate and as a result the normal operations of hospital are disrupted (Nabelsi, 2012). The major issues found during the review of literature highlights that significant loop holes are identified for assets management and allocations. The three major issues entailing to non-availability of assets are theft, misplacement of the assets, and efficient retrieval from inventory....
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