Large-scale Hospital Bed and Mattress Replacement

Large-scale hospital bed and mattress replacement programmes, usually referred to as implementations, have become more common. This is where Trusts or Health Boards choose to replace a large percentage – or all – of their bed and mattress stock at once, instead of on an ad hoc basis as old products fail.

This approach offers a number of key advantages, including product standardisation, adherence to the latest standards, improved efficiency and cost savings.

Introduction

Medstrom has years of experience in managing large-scale implementations, including the lead-up, swap out and subsequent contract management. However, we knew from customer feedback that these projects can be daunting for healthcare managers. When we informally talked to managers who had been through the process, they fed back that published information about this process, including tips, do’s, and don’ts, would have been very helpful, but was virtually non-existent.

We therefore decided to undertake a research project, using semi-structured interviews, with NHS staff members. All of them had held a leading role in managing and executing an implementation project with Medstrom. The overall aim was to provide practical suggestions to NHS managers who are planning a similar large-scale acute hospital bed and mattress replacement programme.

Following the completion of the research, we submitted it to the British Journal of Healthcare Management, where it was double-blind peer reviewed and accepted for publication in October 2024.¹ This post describes some of the key recommendations and takeaways from the study.

You can download the full published article here. Participant details were stored privately and all data were anonymised before analysis.

Recommendations

Some of the key recommendations from the study participants are below, with explanations and quotes from the interviews.

Choosing a Supplier

Recommendation: Choose a supplier that is willing to work flexibly with you and be fully involved in the implementation and training process, and will provide ongoing practical support (training, technical, 24/7 clinical).

Rationale: This is essential to achieve a smooth and successful implementation and to allow staff and patients to gain the most benefit from the products.

“They [Medstrom] are really visible. Every time we’ve asked them to come, they’ve been there. We’ve asked them for training; they’ve delivered it. We’ve had problems and… they’ve dealt with it. Yeah, just a fantastic supplier to us. Just can’t rate them highly enough.”

Site Visit

Recommendation: Specify that all providers intending to bid must attend a site visit.

Rationale: Check that the supplier has the capability to deliver in large volume, to all sites.

“We did ask for everybody that was intending on making a [tender] bid to actually come to the site and visit.  While I could have provided measurements of the lifts and corridors… you really needed to come and see it and actually try and navigate a bed round.”

 

Dedicated Project Manager

Recommendation: Appoint a project manager with decision making abilities to be able to drive the process forward.

Rationale: Busy clinical teams cannot fit this this work on top of their normal role, which typically does not involve project management.

“Having a project manager is quite crucial. I mean the clinical teams are incredible, but project management is a completely different skillset. I know I’d say that as a project manager, but I think it’s vital to have somebody in that position that’s got that helicopter view of the whole thing.”

Implementation Days

Recommendation: Wherever possible, install during the weekend and look for times that impact each clinical area least.

Rationale: Install when lifts are less busy and footfall is reduced, avoiding ward rounds and mealtimes.

“We did some trialling of things during the week, you couldn’t get a bed in the lift because the lifts are constantly in use… and there was a lot more people in the hospital, a lot more footfall… When we were bringing the lorries in [at the weekend], it was much quieter.”

Training

Recommendation: Train as many staff as possible before or immediately following implementation, and ensure that follow-up training is delivered regularly. Also use alternative forms of training to assist where possible.

Rationale: Smoother transition from old to new products, reduced risk of human error, and improved patient care.

“[Training] doesn’t just start and stop when you put the bed into the ward. That training, it needs to be ongoing and consistent.”

“[Discussing putting QR codes on products that link to training videos] What worked really, really well is QR coding everything. People look at the QR code, and I must admit I’m a convert.”

After Implementation

Many Trusts and Health Boards choose to enter into a managed contract with the bed and mattress supplier following installation of the new products. Medstrom has many years of experience of running these ‘total bed management‘ contracts and is now the UK leading total bed management supplier. The services provided are unique to each Trust or Health Board, but typically include service and maintenance, clinical training and ongoing support, and decontamination.

If you are thinking of replacing old products and have any questions about the process at any stage, please feel free to contact us. Our experienced team are always on hand to help.

References

1. Martindale, D & Allan, L. Large-scale acute hospital bed and mattress implementations: insights and recommendations. British Journal of Healthcare Management (2024)  https://doi.org/10.12968/bjhc.2024.0072