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Piezas y servicio - la historia completa

por Sean Ruck, Contributing Editor | November 04, 2014
From the August 2014 issue of HealthCare Business News magazine

One way everyone can work together better is to have all service contracts in synch. “We try to make all the service contracts possible in a conterminous structure. It enables them to not only plan to set aside the right team at the right time, it also makes it less likely they’ll miss a contract renewal or renew agreements they no longer need or that need revisions,” says Gauthier.

STACKing the deck
Sodexo Health Care subscribes to STACK certification according to Vinnta Rivers, vice president for business development and clinical technology management. Sodexo’s team is trained on crossmodalities under STACK. “It gives them to ability to lower their expense when we can provide 90 percent of the service with the team on site,” Rivers says. “That enhances the speed to turnaround and recovery.”

Rivers believes there will be a continued systemization in the market as well as consolidation and alignment of even larger health care providers.“I think it represents opportunities and challenges for all the players in this footprint,” he says. “Finding the right partners, finding the right scale, finding a system that is able to be scaled will all be important. Finding a deliverable service at the right price will be the challenge to be a viable player in the market place. We have a belief system that the more educated, the more trained the more certification a technician can get under their belt, the more valuable they are to us and our clients,” Rivers concluded.

The Provider Story
Providers today have so many more options than they did in the past when it comes to parts and service. It’s fortunate, because the challenges they face are also much greater than they were in the past. With financial challenges, regulatory issues, staffing concerns and of course, the need to stay abreast of new technology, the lines between departments are blurring and fewer people are expected to get more done with less resources.

There is no one right answer to solve all the problems and different providers approach problems in different ways. Some large providers have economy of scale working to their advantage and can benefit from in-house services, while others can’t or choose not to go in-house.

Meanwhile, some smaller facilities feel they cannot afford OEM service or justify an in-house team, so they explore alternative service options. In some cases, whether large or small, hospitals might use a blend of all three.
It seems based on the professionals interviewed for this story that there is no hard and fast rule. Oftentimes, the choice is a reflection of the personality of the people in charge. Some people have a do-it-yourself mentality while others prefer leaving certain responsibilities to others as they focus on different tasks.

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