One of the most important pillars, that is integral and reflective of the operational success or failure of an HTM service program, is its external resource vendors. Doesn’t matter if you are hospital based in-house, out-house or whatever the service program model is, it will always have a reliance on the external resource market and its providers.
Let’s start with a look at the basics that any HTM service program will lean to in the external market for supplying the “stockroom and tool box” to carry out preventive maintenance, emergent and scheduled equipment tasks that occur. What are those basic resources you may ask? Simply put they are replacement parts, outside labor and training. How these “basic resources” are procured may vary from program to program and the mind-set generally is “low-price” based. Let’s face it. If all is equal – which in reality most times it isn’t – then low price could make sense. However, when it doesn’t work out that way – LOOK OUT! A missing practice in almost all HTM programs is “vendor resource performance measuring” and to take it a bit further an established “vendor resource vetting process.” Both of these strategic tasks provide a crucial assurance and measuring process as to the potential of vendors supporting your HTM service program’s core performance and delivery of expectations.
How does an HTM leader go about implementing a vendor resource performance measuring initiative? The method is termed “Business Reviews” – conducted periodically with the vendor resource partner using defined metrics of reporting and a review related to expectations of delivery. The “Business Reviews” are a powerful tool to both partners (yes, your resource vendor is a partner to your success or failure) and allow a true recognition of success and a visibility to opportunities. The “Vendor Vetting Resource” process can be employed through many effective methods including extensive reference checking, site visits to view the resource vendors processes, quality control evaluation and logistical delivery strategies.
Whatever methods or strategies you may choose to utilize when engaging in either of these “measurement” tasks – the ultimate desired result is the confirmation that your customer has been best served both from a patient safety and business deliverable expectation.