Ingénieur biomédical hospitalier - AFIB

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16 Δεκ 2012 (πριν από 4 χρόνια και 7 μήνες)

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Clinical Engineering in France

State and trends for the future

Martine Decouvelaere, P. Macquet, A. Vogt

Association Française des Ingénieurs Biomédicaux


AFIB

French Clinical Engineers Association

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

2

The French reform for hospitals
(2007)

Activity
-
based
financing

Medical

technologies

Competition

Increasing
investment

Pôles

d’activités

médicales

Clinical


Engineering

Executive board

Administrative

and technical

departments

Reforming

hospital governance

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

3

Clinical Engineer Survey
-

2006

Seniority in the post
27
33
23
15
9
3
0
5
10
15
20
25
30
35
0 to 4
years
5 to 10
years
11 to 15
years
16 to 20
years
21 to 25
years
> 25 years
French « Baccalaureat » + 5 or 6 year higher education

30% women

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

4

Clinical Engineering


To manage medical equipement, from
planning to scrapping


Advise and contribute to hospital design


Purchase new equipment


Plan and purchase


Specify implementation requirements


Verify and check newly delivered equipement


Manage the maintenance


Manage replacement and scrapping

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

5

Clinical Engineers, Role and Activities

Role of the Clinical Engineer (% of time spent)
40,30%
13,00%
13,00%
10,40%
9,00%
4,60%
4,00%
5,70%
Equipment purchasing
Advice, hospital design
Management
Maintenance
Organization
Contribution to strategy
Quality assurance
Others activities
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

6


The Clinical engineer


serves the entire hospital interest


suggests organizational changes to increase
efficiency of medical equipment use


helps hospital to adress issues such as :


Which technical resources are necessary to
achieve the needed performance?


Which equipment is the most appropriate for a
given medical need?


What is the appropriate maintenance plan to
assure safety and availability we want to?

at an affordable cost…

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

7

The Clinical Engineers’ Field

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Anaesthesia and ICU
Operating theater
Medicine wards
Medical imaging
Functional explorations
Medical device vigilance
Laboratory
Hemodialysis
Radiation protection
(% of answers)

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

8

Clinical Engineering Department


Staff (mean) :


2 engineers,


7 technicians,


1 clerk


1 engineer for 3,35 technicians


1 engineer for 342 acute beds

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

9

Trends : Healthcare Technology


Computers and networks


Molecular medicine


Genetics


Nanotechnologies


More complex


Less invasive


Remote monitoring


Predictive


Personnalized

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

10

Trends : Hospital and Society


Patient
-
oriented workflow and organization


Healthcare networks : human & technical
ressources


Concentration of technical ressources


From one day to long stay care


Shortage of qualified health professionnals


Monitor and control safety and security


Control healthcare expenses



4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

11

Strategic trends

as shown by our 2010 study


Contribute to hospital strategic decisions about
technological issues


Develop integration of medical technology :
technical and human issues


Take into account economic issues and ROI


Develop monitoring of technological
development, experience sharing and
networking, at a regional, national and
international level.

4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

12

Pourquoi ressentez-vous la nécessité pour la profession de sortir de sa stricte
composante technique ?
Les compétences nécessaires à
l'exercice du métier ont changé
(nouvelles missions,
transversalité…)
18%
Pour dépasser l'étroitesse de notre
périmètre d'action, pour nous
ouvrir d'autres perspectives
13%
Pour s'ouvrir aux autres métiers
8%
Pour répondre aux besoins en
matière de stratégie d'achats
8%
Pour assurer notre rôle de
management (management
d'équipe, de sous-traitants, de
fournisseurs…)
5%
Pour mieux prendre en compte la
dimension médicale
3%
Pour suivre l'évolution de notre
environnement : milieu hospitalier,
techniques, réglementation…
19%
Pour répondre au besoin d'aide à la
décision (stratégie
d'investissements, dimension
médico-économique…)
26%
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

13

Quels sont les axes d’évolution les plus intéressants,

pour chaque IBM / pour le métier

?

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management projet : Rôle
pivot
Management projet :
Programmation bâtiments
Spécialisation : Domaine
Spécialisation : Pôle
Management d'équipe
Les axes d'évolution les plus intéressants
vous
métier
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

14

Quelles seraient en conséquence les compétences à développer ?

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Informatique
Métrologie
Formation à dispenser
Gestion économique
Travaux
Gestion des risques
Contrôle qualité
Stratégie des Achats
Management projet
Les compétences à développer
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

15

Peut
-
on concevoir une évolution des IBM

vers d’autres structures que l’hôpital ? Lesquelles ?

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Affectation pôle médico-technique ?
Evolution autres structures ?
Evolution d'un IBM possible vers d'autres structures que l'hôpital ?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
ARS
Etablissement privé
Société de conseil
Société de prestations BM
Les évolutions possibles vers d'autres structures
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Affectation pôle médico-technique ?
Evolution autres structures ?
Evolution d'un IBM possible vers d'autres structures que l'hôpital ?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
ARS
Etablissement privé
Société de conseil
Société de prestations BM
Les évolutions possibles vers d'autres structures
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

16

Vous ne devez retenir qu'un axe d'évolution, lequel choisissez-vous ?
Le management de projets
43%
La transversalité
1%
La communication
3%
L'IBM spécialisé, le travail en
réseau
4%
La direction / l'organisation d'un
plateau technique
3%
La maintenance
1%
L'IBM généraliste dans son
établissement
1%
La réglementation
1%
Le management d'équipe
5%
La gestion des risques
4%
La stratégie d'achats
9%
La gestion économique, la
dimension médico-économique, la
contribution à la stratégie
12%
L'informatique
12%
La responsabilité d'un pôle médico-
technique
1%
4th EUROPEAN CONFERENCE ON HEALTHCARE ENGINEERING

17

Professional Perspectives


As an engineer :


Technical expert,


Maintenance manager


Project manager


Real job opportunities IF added value
is shown and promoted


Human intelligence and management
skills needed …