The management of ultrasound equipment at Sheffield Teaching Hospitals NHS Foundation Trust

Abstract

Management of ultrasound equipment at Sheffield Teaching Hospitals NHS Foundation Trust is described. The organisation and input of various stakeholders and their involvement with ultrasound equipment management and scientific ultrasound is discussed. Two important stakeholders are the Medical Equipment Management Group and the Radiation Safety Steering Committee. The Medical Equipment Management Group has a specific sub-group, the Ultrasound subgroup, and its role is to coordinate the purchase, replacement and quality assurance of ultrasound equipment in the Trust. The Radiation Safety Steering Committee has a non-ionising radiation representative and the role of this committee is to provide corporate assurance that any health and safety issues arising from the use of radiation to either patients, members of the public or staff within the Trust are being effectively managed. The Ultrasound sub-group of the Medical Equipment Management Group has successfully brought together management of all ultrasound equipment within the Trust and is in the process of fulfilling the quality assurance and training milestones set out by the Medical Equipment Management Group. Advice from the Radiation Safety Steering Committee has helped to increase awareness of ultrasound safety and good scanning practice, especially in the case of neonatal ultrasound imaging, within the Trust. In addition, the RSSC has given advice on clinical pathways for patients undergoing ionising radiation imaging while being treated by extra-corporeal shockwave lithotripsy.

Purchasing high-cost medical devices and equipment in hospitals: a systematic review

“…For the development of new programmes a business plan is essential, according to two studies, 30 31 and proper planning and management can result in prevention of unnecessary buying according to Verma and Peacock. 43 With regard to tendering, Satta et al described a process in which stringent specifications were laid out in a tender specification for an ophthalmic surgery femtosecond laser, but note the disadvantage that their whole process of laying such specific specifications and conducting trials took about 4 years. 39 Licona et al describe several iterations in the specification process to avoid last minute changes, and discuss that stringent specifications may lead to the selection of products with the lowest technical and qualitative requirements.…”

“…A suggestion to streamline the management process is the implementation of a management information system described by Larios et al ,42 where necessary information for specification and selection of medical equipment can be documented and it is found to improve timeliness, procedural efficiency, consistency and information integration. For the development of new programmes a business plan is essential, according to two studies,30 31 and proper planning and management can result in prevention of unnecessary buying according to Verma and Peacock 43. With regard to tendering, Satta et al described a process in which stringent specifications were laid out in a tender specification for an ophthalmic surgery femtosecond laser, but note the disadvantage that their whole process of laying such specific specifications and conducting trials took about 4 years 39.…”

Purchasing high-cost medical equipment in hospitals: A systematic review

“…For the development of new programs a business plan is essential), according to two studies [29,31] and proper planning and management can result in prevention of unnecessary buying according to Verma and Peacock 2014. [47] With regards to tendering, Satta et al 2019 described a process in which stringent specifications were laid out in a tender specifications for an ophthalmic surgery femtosecond laser, but note the disadvantage that their whole process of laying such specific specifications and conducting trials took about 4 years. [46] Licona et al ( 2009) describe several iterations in the specification process to avoid last minute changes, and discuss that stringent specifications may lead to the selection of products with the lowest technical and qualitative requirements.…”