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Ten (10) Things Every Biomed Should Be Doing

Ten (10) Things that every Biomed Manager, BMET, Imaging Engineer, or Healthcare Technology Professional should be doing right now.  Note: These are NOT listed in order of importance.  In fact, number 11 just may be the MOST important.

1) Get copies of every service contract in the hospital.

1.1) This includes ALL contracts for equipment maintenance.

1.2) Include reagent contracts for clinical lab analyzers.inventory

1.3) Include any contracts for supplies which include equipment maintenance.

1.4) Go to every department head that has them, and ask for copies, including Terms and Conditions.  It will spark some interesting discussions.

1.5) Why? – How can you identify ways to be more productive and useful to the organization if you don’t have the raw data?

2) Clean up your inventory.

2.1) Have a complete inventory

2.2) Fill in all acquisition dates and prices.

2.3) Delete (retire) old items.

2.4) Add end-of-life data, if known.

2.5) Why? If you ever are called upon to benchmark or compare costs or efficiency, you have to start with a clean inventory.  Saying that it is incomplete or has omissions in the data fields just causes people to think you are hiding something.  Or are slack.

3) Organize your shop.

3.1) Look like you know what you are doing.

3.2) Eliminate clutter

3.3) Label everything.

3.4) Look busy, but look organized

3.5( Why?  If you don’t look like a professional, why should anyone treat you like one?  What does your shop appeaevaluate

rance tell anyone who enters it? Competent?  Organized?  Slob? (Send me a picture of your shop (taken from the front door) and I will be glad to tell you my first impression.)

4) Learn to talk to your boss and customers.

4.1) Let’s face it – we are techno-geeks.  Administration dreads talking to us because we are “those weird guys in the basement that talk all that technical jargon”.

4.2) Just like we, as BMETs, learned medical terminology to be able to converse with nurses and clinicians, we must also learn the language of the other people with whom we interact – administration, materials management, etc.

4.3) Why? If we insist on continuing to speak a foreign language, it only hurts us

5) Identify your A, B and C employees.

5.1) A-Superstars. You’d love a whole shop full of these guy and gals.

5.2) B-Good workers, dependable, the heart and soul of any shop.

5.3) C-Marginal.  Wouldn’t cry if they were gone.  In fact, you might shoot yourself if you had any more like these.

5.4) Why? Everyone deserves to know where they are in the pecking order.  Your A, B and C performers should be very clear about their rank in the order of things.

6) Evaluate yourself from your boss’s perspective.

6.1) Would your boss rate YOU as an A, B or C employee?

6.2) Look at your boss’s total responsibilities and direct reports.  Do you (and your department) occupy a larger-than-normal proportion of his/her time and energy?

6.3) Why?  If you boss is told to tighten up his/her operations, will you be viewed as part of the problem, or part of the solution?

7) Find a reason to reward your good employees and/or coworkers.

7.1) You are only as good as your employees and coworkers.  Be nice to them, create a team environment, and support each other.

7.2) Reward can be praise or more.

7.3) Why? When things get tough, we need all the friends and allies we can get.  Working closely together to present a more cohesive and unified appearance to the hospital can signal you desire to be team player.

8) Identify your largest and most important customers

8.1) Sometimes your most important customers are not those who take up most of your time.

8.2) Vocal, influential and high visibility customers can be disproportionately important to your success.

8.3) Why?  They are your best reference.  Pay special attention to your largest and most important customers.

9) Meet with your most important customers frequently.

9.1) Are your customers happy with your job?

9.2) Is there more you could do for them?

9.3) What keeps them awake at night?

9.4) Why?  Everyone has new problems and challenges.  If you haven’t met with your customers in the last 60 days, you can bet that they are facing challenges that you don’t even know about. How can you be part of the solution of problems that you don’t even know about?

10) Meet with your boss regularly

10.1) Your boss is the largest influence on your job security.

10.2) Is your boss delighted with your performance?

10.3) What are the challenges on his/her plate?  How can you help?

10.4) Why?  Like with customers, bosses are constantly challenged with new tests of their leadership ability and creativity.  Your job is to make your boss successful in the job. Sometimes they just need someone to vent to.  Be supportive, and try to offer solutions, even if it is outside your main job description.

11) Bonus – Join HIMSS Healthcare Information and Management Systems Society

11.1) You HAVE to learn about IT to survive.

11.2) HIMSS is the grand meeting place of all things IT.

11.3) Attend any and all of their (or ACCE’s) webinars this year.

11.4) Plan to attend HIMSS 14.  Increase your chance to remain employed.

CLICK HERE  to view the original GMI Blog posting.

Contributed By:

Patrick K. Lynch, CCE, CBET, fACCE, CHTS-PW, CPHIMS
Chief Do-Gooder
GMI “Defining Imaging Solutions”
Charlotte, North Carolina
Email: plynch@gmi3.com
Blog: http://www.gmi-blog.com/
Website: http://www.gmi3.com/

Patrick Lynch is a respected author of many articles for and about the field of Biomedical/Clinical Engineering and Healthcare Technology Management.  These articles have been published in many trade journals, magazines, and on internet websites everywhere.  He is a member, officer, advisor, and contributor to multiple different biomedical societies and healthcare technology management associations all across the country.  He is an active member of our HTMA of Ohio Advisory Board.