Martín Ferrari del Sel
Director General
Dräger Medical Mexico
View from the Top

Technology for Public and Private Healthcare

Wed, 09/07/2016 - 10:59

Q: What opportunities do you see for Dräger in the country’s plans to construct new hospitals?

A: We are working with IMSS on their new projects to see how our solutions could help reduce costs and make investments even more efficient. We also want to help make the operating room more efficient and contribute to a transition toward a digital future. More than just thinking about the equipment bought in terms of boxes, we want IMSS and ISSSTE to consider the solution. Dräger has systems that integrate all of the information collected by our equipment, be it on our processes, machinery or on the patient. Although digitalization is spreading throughout the various departments of a hospital, the technology has yet to reach some of them.

Q: What does your intensive care package involve and how does it benefit hospitals?

A: We have had a regional and national initiative since 2015 to create a solution using the extent of our international portfolio. Packages can be created from this wide range of products that are adapted to local needs. The neonatal care package for instance is entirely tailored to the Mexican market and we are continuously making it more and more attractive price wise. We have an important presence throughout the country’s Ministries of Health and IMSS and ISSSTE clinics. We have also strengthened our presence in SEDENA, particularly in anesthesia and mechanical ventilation.

Q: What new technologies are you going to introduce to the market?

A: In areas such as critical care and intensive therapy, we are introducing a new line of mechanical ventilators that will be applicable to everyone from newborns to adults. This piece of equipment helps reduce the duration of stays in intensive care units, reducing all of the associated costs and the pathologies associated with the treatment.

When it comes to the operating room, we have launched new technologies for anesthesia equipment that is completely integrated with our patient monitoring technology, providing the equipment with predictive capabilities. This helps doctors and personnel understand how the patient is doing during the anesthesia but also which level of anesthesia is necessary for an optimal operation, depending on the patient’s physiology. Of course, these advantages go hand in hand with cost reductions. We have also launched a new LEDtechnology lamp called Polaris 600 for the operating room. It is completely integrated with the rest of the operating room's control systems. More and more, we are talking about intelligent or hybrid operating rooms, where all the pieces of equipment are integrated from the lamps to the chairs. Mexico is still behind in this respect but we are trying to bring the technology to the country.

Q: How do the planning and buying processes of the private and public sector differ?

A: INCAN has developed a new hospital with the latest technology, which required significant investment. For this, they did not just consider the equipment but the entire clinical process involved. The hospital is equipped with the latest equipment, machinery and measurements. Although one might not expect this, we have observed that the public sector is more willing to innovate or acquire innovation than the private one. This is especially the case in highly specialized areas of the public sector.

Q: How do you ensure you maintain a good supply chain and competitive products?

A: Although Mexico is a cheaper manufacturing destination than the US, we are neither manufacturing nor assembling here. This is in our short-term plan for certain products. To date, our manufacturing and assembly has been carried out in the US or Germany and this is one of our main strengths. We do not want to lose our “made in Germany” quality trademark. Now that we are present in the Latin American region, we might take advantage of its cost competitiveness. The headquarters for this area are located in Panama and we have seven branches from Mexico to Argentina and Chile, as well as Peru, Colombia and Brazil. This is advantageous in terms of the closeness of the service, sales and supply chain