well-orchestrated preventive mainte- nance program consists of regular and repetitive work to keep equipment in good working order and to optimize its efficiency and accuracy. The SGIJF medical logistics office will promote regular, routine cleaning, lubricat- ing, testing, calibrating and adjusting, checking for wear and tear, and even- tually replacing components to avoid breakdown. This program includes the proper selection of equipment to be included in planned preventive main- tenance. The SGIJF envisions a joint venture with the MoH to train and develop young engineers.
PREVENTIVE MAINTENANCE PERFORMANCE An important aspect of planned preven- tive maintenance is and commitment of
the participation the users. Preven-
tive maintenance should start with users, and the bulk of the work should be their responsibility. The user must perform preventive maintenance tasks daily, and the user must conduct activities jointly with a technical engineer at the end of each week. Highly technical repairs, which are the engineer’s responsibility, may be scheduled every six months.
The SGIJF medical logistics office knows that all equipment in the care of the ser- vice workshop should be recorded on cards. All relevant information about the equipment must be entered, including its location, records of repair and main- tenance, and manufacturer. A reference number is written on a printed paper label, which is attached to each item. This number is recorded in a ledger of equipment with full identifying details.
Before beginning training, those who are qualified and available to do preventive maintenance must be identified. A list must be drawn up of readily available
personnel. Once the personnel have been listed, specific responsibilities should be assigned, perhaps in the form of a work order, giving clear instructions. Each person should understand his responsi- bilities. Job assignments must correspond to the training, experience, and aptitude of the individual.
The intent is to have two biomedical tech- nicians per distribution center to assist in day-to-day maintenance. However,
the
maintenance depot will have the reach- back capability to augment regions on a case-by-case basis. If the MoH hospital staff includes a large number of well- trained,
experienced individuals who
are familiar with medical equipment, in- service training can easily assist MoD in gaining that technical edge.
IMPROVEMENTS MADE Improvements
have occurred in the
form of new policies and procedures that were staffed and published to address operating processes for both the health care field and garrison operations. The policies set into day-to-day use include disposal of regulated medical waste and cold-chain management.
Other improvements accomplished within the warehouse management arena include properly staged oxygen con- tainment, inventory tracking systems, medical unit requisition systems, the introduction of a truck fleet to distribute temperature-controlled medical supplies, and the implementation of wireless and satellite logistics enterprise systems.
CONCLUSION The challenges facing the SGIJF medical logistics office are large and exceedingly difficult to address. These include a compromised system of expired supplies; poor inventory automation capabil- ity in regional warehouses; difficulty
in keeping the SGIJF medical logistics office informed of regional shortages; and a limited range of vendors for resupply.
To tackle these problems, rebuilding the relationship with the different health care organizations and groups in the country is indispensible. The central challenge to this rebuilding does not lie in the repair of the physical and institutional devasta- tion, but in restoring confidence in any political arrangement put in place and in the mechanisms of conflict prevention in general.
The success or failure of Iraq will depend chiefly on whether domestic realities and dynamics are accurately understood and can be translated into a form of gover- nance that sets priorities for health care provided by the Iraqi constituency.
For more information on this topic, contact the
author article
us.army.mil. This
first appeared
mil/alog/
index.html). with permission.
is in the
January-February 2012 edition of Army Sustainment
reprinted
(
http://www.almc.army. It
at
edwin.rodriguezrosa@
MAJ EDWIN H. RODRIGUEZ is a U.S. Army Health Facility Planning Agency Deputy Medical ratory
Program Manager for Army Department
Research
medical for
projects He logistics
the planner Multi-National
served as the senior and
advisor Security
Transition Command – Iraq. Rodriguez holds a B.S. in biology from Interamerican University of Puerto Rico and an M.A. in health service management from Webster University. He is a graduate of the Army Medical Materiel Management Program, Intermediate Level Education, and the Medical Logistics Management Course.
ASC.ARMY.MIL 53
Labo-
LOGISTICS
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