Industry · Healthcare

Know today which theatre won't open tomorrow.

Grivara OPS gives biomedical engineering one record of its rooms and of the equipment that keeps them running: what's out of service, what preventive is overdue, and what it takes to open again.

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For hospitals and clinics with in-house biomedical engineering: theatres, imaging, ICU and sterile processing.

Where the money goes

Three leaks that never show up on the income statement.

None of them feels like a crisis. Together they are the year's margin.

Leak 01

The room that starts late

A minute of operating-room time costs between US$30 and US$38 depending on the setting, averaging close to US$36, according to a study published in JAMA Surgery. Forty minutes of late start — because the equipment check happened at 06:40 instead of the night before — is about US$1,440 nobody billed and nobody recorded.

Three mornings a week is roughly US$225,000 a year.

Childers & Maggard-Gibbons, JAMA Surgery (2018)

Leak 02

The out-of-service device nobody logged

38.3% of medical equipment in developing countries is out of service, ranging from 0.83% to 47% across sixteen countries studied. The paper doesn't blame spare parts: it names health technology management as one of the three root causes.

On a fleet of 400 devices that's about 150 that cannot be used in a procedure. The hospital paid for all 400.

Perry & Malkin, Medical & Biological Engineering & Computing (2011)

Leak 03

The surgery cancelled by a device

In a cohort of 29,978 elective surgeries, 10% of cancellations traced to equipment or supply problems. Reported cancellation rates run from 1% to 30% depending on the centre.

A two-hour slot that falls through is about US$4,300 of room time, before rescheduling and before the patient who doesn't come back.

Patient Safety in Surgery (2023)

The scene

Monday, 06:40, Theatre 3.

The first case is at 07:00. The circulating nurse finds the anaesthesia machine with a service sticker nobody can read any more. The biomedical technician is on the other side of the hospital replacing a battery in an infusion pump. The board says the room is ready because the board is a whiteboard. Somebody calls somebody. At 07:35 the room opens, or the case moves to Theatre 1 and the 07:30 case moves with it, and by 09:00 the whole morning has slid.

Nothing in that hour was an emergency. Every piece of it was knowable on Friday.

The loop

The same loop runs for a ventilator and for a theatre's air handler.

Which is why rooms and equipment are treated as one problem: a biomedical team that keeps 100% of ventilators running while Theatre 3 sits closed on a failed air handler has protected nothing.

01
Reported from the room
Theatre leadership opens the order on the device, not in a WhatsApp group.
02
The device changes state
Out of service, in maintenance, or on quality hold. The room inherits that state.
03
Dispatched to the right tech
By certified skill and by proximity, not by who answers first.
04
Closed with evidence
Real hours, parts, measurements and certificate land on the device.
05
Preventive reschedules
The next route comes out of what just happened, not out of a spreadsheet.

And it starts again — with the device's full history behind it.

A room is another asset. And the most expensive one you own.

When Theatre 3's air handler stops holding differential pressure, what's stopped isn't a machine: it's the theatre, with its list and its team. Grivara OPS treats it as exactly that.

The register

Every device, in its room, with its state.

The record your supervisors see, arranged the way your team thinks about it. Category, manufacturer, location and state for every device, plus the views you save yourselves by room or by type.

Live state: available, in maintenance, out of service
Location by room — not “it was around somewhere”
Clinical equipment and room infrastructure in the same register
Your own saved views: Theatres, Life support, Out of service

The order

Who, where, how long it took, and whether the SLA held.

This is where the morning is won or lost. The order carries its device, its room, its owner and its due date — and when it closes it says for itself whether it held and by how much it slipped.

Status, priority, room and due date in the header
Response and resolution SLA compliance, with the slip measured
The room's downtime running on the same screen
Tasks, labour, parts, costs and files on the same order

Preventive

What's due this week, before it closes a room.

The programme isn't a sheet somebody remembers to open. Overdue, upcoming and down all come out of the same register, with the cost of downtime beside them.

Overdue and upcoming by device and by room
Preventive compliance as a number, not an impression
The period's downtime cost, next to maintenance spend

Traceability

The certificate lives on the device, not in a binder.

Every biomedical verification keeps its measurement, its verdict, its certificate and the order that authorised it. When someone asks, it comes out in a click instead of being assembled by hand.

Measurement against tolerance, with an explicit verdict
Certificate and next due date on the same row
The work order that authorised the verification, linked
A cycle that never reached temperature is marked as failed

Who decides

Five people have to say yes.

Each has a different veto, and none is convinced by another's reasons.

Head of biomedical engineering

“I already have a spreadsheet and a logbook. Why another system nobody will fill in?”

Because the technician doesn't fill in a form: they close the order already assigned to them, and the history, the cost and the certificate fall out of that.

Theatre manager

“A monthly report is no use to me. I need to know today whether Theatre 3 works.”

The room's state is derived from its equipment's state. If the air handler is out of service, the room shows as closed without anyone writing it down.

Medical director / GM

“Does this tell me what a closed room costs me, or only how many orders were closed?”

Every device carries its downtime cost per hour, so a stoppage reads in money and by room, not in order counts.

Biomedical technician

“If I have to fill in a form for every battery change, I'll fill them all in on Friday from memory.”

The field app asks for what they already did: hours, part, measurement and photo. The system assembles the rest.

Quality and traceability

“When someone asks for that device's history, do I pull it in one click or build it by hand?”

The certificate and its measurements live on the device, with the order that authorised them. History is a query, not a project.

Objections

What they ask us before signing.

Does this replace our accounting system?: No, and we don't want to. Accounting has the purchase order and the book value; we have whether it works, who touched it and what it cost to keep running. They complement each other.
The MRI is serviced by the vendor. Does that go in too?: Yes, and that's exactly where the most is lost: the vendor's report lives in a binder in another office. In Grivara OPS that service sits on the device, with its date and its document, even when a third party did the work.
Do we have to migrate the inventory spreadsheet?: You load the inventory and carry on. There's no need to reconstruct years of logbook to start: history begins accumulating from the first order.
Our technicians aren't IT people.: The field app asks for four things they already do: what they found, what they replaced, how long it took, and a photo. If a technician needs training to close an order, the design is wrong.
Is it for the rooms or only for medical equipment?: Both, and that's the difference. The air handler, the chiller and the generator are registered like a ventilator, because they're what closes a room.
What happens to traceability when we're audited?: Every verification stores its measurement against tolerance, its verdict, its certificate and the order that authorised it. Filter by device or by room and export.

The model

Your hospital already exists inside it.

These aren't text fields with hospital-sounding names. Everything you name is a real object in the system, with its own page.

The next step

One hour. Your rooms, your equipment, your logbook.

We'll show you Grivara OPS with a hospital loaded: theatres, imaging, ICU and sterile processing, with their equipment and their stoppages.

We model two or three of your rooms live, with the equipment inside them
We run the cost of a closed room with your own figures
You leave with a concrete starting point, or an honest “not yet”

Request your demo

One hour, on a date that works for you. We'll write back with open slots.