Hospitals and residential care
In a hospital there is no such thing as a comfortable planned shutdown. The installations support clinical activity twenty-four hours a day, and the failure of a critical utility is not a production problem: it is a patient safety problem. And clinical activity, like any other process, can be organised, measured and improved.
What we find in this sector
Critical installations with no margin: operating theatres, ICU, medical gases, emergency power supply and HVAC in special areas.
Operating theatres and rooms whose actual occupancy is well below the theoretical figure, with preparation and turnaround times nobody measures.
Buildings that have grown by accretion over decades, with incomplete documentation and assets of very different ages.
A heavy regulatory load: legionella, high and low voltage, fire protection, medical gases, pressure equipment.
Multiple contractors working side by side, with overlapping scopes or with gaps between them.
Public or supervised budgets that require every investment to be justified technically.
Data spread across systems that do not talk to each other, and decisions that end up being taken on experience rather than evidence.
Analysis of the clinical process from an operations perspective: bottlenecks, turnaround times and actual occupancy of theatres and rooms.
Organisation of the technical service and of the support units, with roles, priorities and a daily management routine.
Standardisation of procedures and of the request-and-response flows between departments.
Management of the materials and spare parts store, and its synchronisation with activity.
Service indicators agreed with the clinical areas, not imposed by engineering.
Inventory and criticality analysis of installations on clinical criteria.
Maintenance plans and master plans for healthcare facilities.
Audit of maintenance contracts and of the service level actually delivered.
Regulatory compliance and calendar of mandatory inspections.
Continuity plans and response plans for the failure of critical utilities.
Technically justified investment and installation renewal plans.
Implementation of MES/CMMS systems (MES/GMAO) adapted to the reality of a hospital technical service, with requests raised from the clinical areas.
Integration with space management, theatre scheduling and the financial system.
Continuous monitoring of the critical utilities and their alarms, with an associated response protocol.
A dashboard covering the availability of critical installations and regulatory compliance.
Use of data to justify investment to the board or to the public authority.