• Customer: AZ Alma
  • Timing: December 2018 – July 2019
  • Location: Eeklo
  • Size project: 11.000m²


AZ Alma counted on Freestone People for the temporary reinforcement of the biotechnical team. This team, which only started up in 2018, was faced with the challenge of growing in a short period of time and setting up procedures. In order to eliminate a backlog in maintenance on medical equipment and to anticipate future projects such as the relocation and commissioning of many new equipment in a short period of time, the team had to be supported temporarily.

They were looking for someone who had experience with medical equipment and who had the necessary technical baggage to check the correct operation of medical equipment themselves. In addition, the correct certificates and maintenance reports had to be provided after each service or periodic inspection.



Jan Muyldermans had the necessary experience with inspections and maintenance, and could start as Employee Biotechnical Service, for a predetermined period of 6 months. His tasks consisted of ensuring the follow-up of the maintenance planning and the planning for inspections via SAP. The work orders for maintenance and inspections were automatically sent to the Biotechnical Service and the suppliers so that the Biotechnical Service could then coordinate with these suppliers.

In concrete terms, these medical devices were: syringe pumps for medication, patient monitors, respirators, all devices in the OR, blood pressure monitors, etc.

All equipment had a unique equipment number that was applied to the equipment with a sticker. In addition, there was always a forgery sticker so that the department where the equipment was in use, could also see that the maintenance was always carried out on time. This sticker was adjusted when the maintenance or inspection was carried out. On a faulty machine the team stuck a red sticker with "forbidden to use". The service then made a report via the internal CMMS (Computerised Maintenance Management System) which automatically created a ticket that was received in SAP. The team leader then converted this into a work order.

Given that all devices were not yet properly maintained or inspected at the correct time, it was quite a challenge to always have a critical eye for the work orders that came from SAP.


In addition to following up maintenance and inspection schedules, we helped the purchasing department determine which critical replacement equipment and spare parts were needed. Some of these were then taken into stock in order to be able to carry out a quick and accurate repair in the event of a defect.

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