TMS
Other: Assets
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Your Assets Cont.
One idea drove the central character – his executives could have valid and concise information
presented in such a way that aids them in making better decisions. The original plan called for multidisciplinary capital equipment teams, a centrally manage mobile equipment center, integration of
information to increase the visibility of life-cycle cost and risks.
In a years’ time, the central character wrote policy and procedures guiding the program, helped
standup up a mobile equipment management center, implemented an Enterprise Asset Management application, and a Real-Time Location System. Again, the technologies and processes were
not the drivers though. An idea drove the initiative. These multidisciplinary teams developed products used by the C-Suite in the decision making process. The method was used for the Dialysis, Hyperbarics, Imaging, Emergency, and Critical Care Departments.
In the case of the centrally managed mobile equipment program portrayed in Covering Your Assets By Exposing The Butt-Ugly Truth, the central character added the salaries and benefit packages of the employees hired, the cost of the enterprise asset management application, the office
hardware, the cost of a Real-Time Location System, and monthly equipment rentals. This sum was
still hundreds of thousands of dollars less than the outsourced vendor’s similar program.
The irony of the story book is palpable. Literally, the same events that saved and perpetuated the
project ended up putting it in jeopardy. Before the project implementation started, executive turnover due to rough financial times anchored it. After full implementation, executive turnover due to
tough financial times set the project adrift. The leadership that supported the program all left at critical stages. Directors and Executives were dual or triple-hatted. The central character had 4 bosses
in less than a year.
Reinvestment to push centrally managed inventory closer to the point of care stopped. RTLS expansion stopped though there were promising ROI in patient transport, wound care, specialty beds,
and the operating rooms. These ROI could pay for integration with different positioning technologies, the electronic medical record, and still save money.
Education on the processes stopped. The initiative became fragmented. Adoption for the original capital process never occurred though the process yielded outstanding results.
Finally, the central character was hired by another