The private healthcare group ensures precise tracking of service requests
Cap Santé (1,200 employees, 300 doctors) is a private healthcare group operating 17 facilities in the Occitanie region, treating approximately 120,000 patients annually. The group fosters medical, technical, and administrative synergies, creating an efficient healthcare network by pooling resources (logistics, IT, accounting, etc.) and optimizing cross-functional services (hygiene, HR, quality management, etc.).
To manage a period of rapid expansion, the biomedical department decided to implement an advanced Computerized Maintenance Management System (CMMS) to track interventions on medical equipment across its four clinics with maximum precision.
A department at the crossroads of all operations
The biomedical department oversees medical equipment at two clinics and requires expertise in IT, technical maintenance, and management. Efficient internal client relationship management demands constant responsiveness. Mr. Drufin, the department head, has three key responsibilities:
- Managing maintenance of medical devices,
- Handling biomedical procurement, and
- Providing user support.
The relocation of Saint Jean Clinic in summer 2020 will triple its size and activity. The group is heavily investing in innovation, particularly through the integration of robotic technologies, which necessitates outsourcing and stringent contract management. The primary goal of the biomedical department is to ensure continuous service quality.
CMMS Implementation: A phased approach
Initially, Mr. Drufin relied on Excel spreadsheets to monitor interventions. “The first step was to inventory our equipment, ensure data accuracy, and track location, intervention types, progress, dates, reasons, associated documents, and costs.”
The aim was to have comprehensive historical data to identify recurring issues and improve responsiveness, ensuring both quality and efficiency. The CMMS enables data analysis and trend tracking to refine maintenance strategies.
Transition from Axel Maint to DimoMaint MX
Axel Maint was an improvement over Excel, but transitioning to DimoMaint MX brought significant efficiency gains in processing service requests and work orders. For example, requests surged from 69 (2016) to 281 (2018), while work orders increased from 154 to 929 over the same period.
Across four facilities (Saint Jean, Pasteur, Trois Vallées, and Saint Louis), the department manages 2,885 pieces of equipment, with Saint Jean Clinic alone overseeing 16 operating rooms (expanding to 23 in the new facility). Given this scale, CMMS became indispensable. The transition to MX streamlined operations with a user-friendly interface, making service request creation significantly easier.
Addressing legal requirements
“We recognize the added value in terms of service quality, traceability, and user adoption,” says Mr. Drufin. Until 2015, all service requests were made via phone. Unlike other institutions, the team also intervenes during surgeries to repair or replace critical equipment in real-time—an essential function when dealing with life-saving devices.
The facilities undergo annual audits for ISO 9001 certification, and the CMMS ensures compliance by maintaining a minimum 10-year event history, tracking urgency levels, and ensuring up-to-date equipment oversight.
Strengthening preventive maintenance
The CMMS highlights work progress, enhances procedural rigor, and improves user support. “With automated tracking of equipment inventories, service requests, and preventive maintenance, we are significantly more efficient,” Mr. Drufin notes. The system also optimizes subcontractor management and quote tracking.
ROI: service quality as a key indicator
“User feedback has been overwhelmingly positive, and DimoMaint MX is now fully integrated into our workflow,” says Mr. Drufin. The tool is also used for procurement requests related to preventive maintenance. “Ultimately, the CMMS serves as a comprehensive hub for all our needs. We can now efficiently coordinate resources, contract alerts, inventory management, and purchases—helping us anticipate the group’s growth in the best possible way.”
Future Focus: budget analysis & stock management
As the biomedical department evolves, the current priority is inventory and procurement management due to the increasing workload. A strategic focus on budget analysis is planned in the medium term. Meanwhile, the technical services team, responsible for facility maintenance, is preparing to implement a mobile CMMS solution for its operations.
