Hansen D Kim, Hansen Lainie
Biomed Instrum Technol. 2003 May-Jun;37(3):181-9. doi: 10.2345/0899-8205(2003)37[181:ANPOCT]2.0.CO;2.
In 1996 Intermountain Health Care (IHC) launched an endeavor for the development of a strategy that would provide a systematic management of its assets, specifically, clinical equipment. The scope would be enterprise wide and would focus on the 6 diverse elements of the "Equipment Life Cycle." These elements include: planning, assessment, acquisition, utilization, maintenance, and disposition. This endeavor resulted in the deployment of Clinical Technology Management (CTM). This article addresses the development of the concepts and methods used to organize CTM in 1996 and the subsequent refinements for the past 6 years and in its entirety, this article is a mere summary of thousands of hours of work for 6 years.
1996年，山间医疗保健公司（IHC）启动了一项战略制定工作，旨在对其资产，特别是临床设备进行系统管理。范围将涵盖整个企业，并将重点放在“设备生命周期”的六个不同要素上。这些要素包括：规划、评估、采购、使用、维护和处置。这项工作促成了临床技术管理（CTM）的部署。本文阐述了1996年用于组织CTM的概念和方法的发展情况，以及过去六年的后续改进，本文只是对六年内数千小时工作的简要总结。
