CE Intern presentations

Hamidreza Hatamishirkouhi - Comparative Analysis of Total Cost of Ownership of Different  Service Contract Types

This report examines the evaluation of service contracts for medical equipment maintenance, focusing on the Total Cost of Ownership (TCO) and its role in decision-making for healthcare facilities. By comparing three contract types—Full-Service, Shared Service, and Parts-Only—through a structured analysis, the study provides a framework for understanding the financial and operational implications of each option. A tool was developed to capture relevant criteria, normalize costs, and facilitate value comparisons among the contract types. The findings highlight the importance of internal resource utilization, OEM support, and scalability in selecting the most appropriate contract. Based on the analysis, several recommendations are made, including the use of failure codes in work orders, standardization of data collection and entry, capturing detailed maintenance criteria, implementing an internal re-evaluation system, and developing a nationwide data-sharing network among hospitals. These recommendations aim to enhance the management of service contracts, improve decision-making, and optimize the total cost of ownership in the maintenance of medical equipment.

Tannaz Rasooli- RTLS for Hospital Asset Management: A Cost-Benefit Analysis and Implementation Strategy

This study evaluates the feasibility and potential benefits of implementing Real-Time Location Systems (RTLS) at the University of Ottawa Heart Institute (UOHI). RTLS are advanced technologies that provide real-time tracking of assets, equipment, and personnel within defined areas, enabling healthcare facilities to enhance operational efficiency, streamline workflows, and improve resource management. By leveraging wireless technologies such as RFID, Bluetooth, and Wi-Fi, RTLS offer precise location data that can optimize inventory management, reduce costs, and improve patient safety.

The project encompasses a detailed assessment of existing inefficiencies in asset tracking and resource allocation at UOHI. Meetings with stakeholders across various departments identified challenges, such as time spent searching for devices, misplaced equipment, and the financial burden of lost or rented assets. Two RTLS implementation scenarios were analyzed: a phased deployment in high-priority departments and a full hospital deployment. Cost analyses were conducted to compare the current expenditures with projected savings over a five-year period.

Findings indicate that while the initial investment for full hospital implementation is higher, the long-term benefits—projected savings of $456,973 compared to $108,236 for phased deployment—justify the cost. The study concludes that RTLS is a transformative solution for addressing logistical challenges, improving asset visibility, and enhancing operational efficiency at UOHI. A full hospital deployment is recommended to achieve maximum long-term savings and improve patient care outcomes.

Ali Maham - Capital Planning in Clinical Engineering: Tailored Solutions for Neonatal Intensive Care Units

Capital planning in clinical engineering is essential for ensuring the optimal performance, safety, and reliability of medical equipment, particularly in critical care environments like the Neonatal Intensive Care Unit (NICU). This project focuses on developing a systematic, data-driven capital planning framework tailored to the NICU at CHEO (Children’s Hospital of Eastern Ontario). The goal is to address both current and future equipment needs by implementing a structured methodology to evaluate, prioritize, and plan equipment replacement and acquisition over the next five fiscal years. The project began with an extensive equipment inventory assessment, dividing assets into minor and major categories. Minor equipment requirements were identified through bedside evaluations across NICU units (Yellow, Blue, Green, Pink, and ISO rooms), while major equipment data were extracted from CHEO’s CMMS system, E-automate. A scoring system incorporating weighted criteria—liability, equipment age, manufacturer support (EOS/EOL), and safety alerts—was applied to prioritize 408 assets. Calculations were completed using Excel tools, including conditional formatting to enhance data visualization and prioritization clarity. Communication with vendors and manufacturers played a key role in obtaining quotations, verifying EOS/EOL statuses, and conducting market analyses. Collaboration with NICU stakeholders, including clinical managers and nurse educators, ensured alignment with clinical needs, addressed gaps, and incorporated requests for new technologies like EEG units and Brainz machines (OBM). Clinical engineering staff also facilitated stakeholder input, system validation, and project oversight. The implementation plan divided equipment replacements logically over five fiscal years, balancing budgets while addressing urgent needs. Challenges such as CMMS data inconsistencies, incomplete installation records, and ambiguous asset descriptions were mitigated through manual reviews and systematic audits. Recommendations included enhancing CMMS data standardization, automating prioritization processes, and initiating capital planning at the start of the fiscal year to improve efficiency and reduce rushed decision-making. This project highlights the critical role of clinical engineering in capital planning, demonstrating how a structured, collaborative, and data-driven approach ensures resource optimization, supports patient safety, and addresses evolving technological needs in the NICU.

Anushka Tuse - Advocating for Clinical Engineering: Addressing Pan-Canadian Health Human Resource Challenges

The increasing complexity of healthcare technology demands a robust clinical engineering workforce, yet Canada faces a growing shortage of clinical engineers. This shortage poses risks to patient safety, operational efficiency, and healthcare innovation. This presentation examines the Pan-Canadian Health Human Resource (HHR) challenges specific to clinical engineering, including limited awareness of the profession, regional disparities, and insufficient educational pathways.

As a recent graduate, I will advocate for targeted strategies to attract and retain talent in clinical engineering. These strategies include increasing educational outreach, expanding mentorship and internship programs, and promoting federal policy support to enhance program availability and career development opportunities. By addressing these challenges and inspiring more students to pursue clinical engineering, we can ensure the safe and effective management of healthcare technology, ultimately strengthening Canada’s healthcare system for the future.