Additive manufacturing (3d printing) in response to a pandemic: Lessons learned at the children's hospital of Philadelphia
Additive manufacturing (3d printing) in response to a pandemic: Lessons learned at the children's hospital of Philadelphia
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DOI：
10.1016/j.stlm.2021.100041
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发表时间：
2021-12-14
影响因子：
--
通讯作者：
Winston F
中科院分区：
文献类型：
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作者：
Silvestro E;Velez-Florez MC;Ferro DF;Larsen E;Chinwalla A;Sze R;Winston F
COVID-19疫情对医疗保健及医疗器械制造业带来前所未有的挑战（例如个人防护装置及替换零件短缺）。增材制造、3D打印和制造商社区通过提供内部设计和制造来满足临床医生和医院的需求，从而独特地满足了这些需求。本文回顾了费城儿童医院CHAMP 3D实验室的流行病应对，该实验室是一个医疗点3D打印团队，支持整个医院网络的临床和研究项目。CHAMP团队响应了各种COVID-19医疗保健需求，包括提供防护眼镜和呼吸机组件，创建运输挂钩，并设计了一种新型的透明面罩。本案例系列详细介绍了我们对这些需求的回应，描述了在克服这些挑战过程中遇到的挑战和吸取的教训，以便其他人可以从我们的经验中学习。应对疫情的挑战包括除标准票价外，还需要处理与疫情相关的紧急请求。这就要求我们不仅要在不增加资源的情况下扩大我们的能力，而且要制定一个确定优先次序的制度。具体变更包括：简化工作流程，确定安全性审查流程，以及开发/招募合作者网络。此外，我们考虑如何过渡到未来的大流行后世界，而不会失去紧急情况引发的创新的凝聚力。本文旨在分享我们所学到的东西，并鼓励目前从事印刷社区的团队和那些希望加入它的团队
The COVID-19 pandemic produced unprecedented challenges to healthcare and medical device manufacturing (e.g. personal protective device and replacement part shortages). Additive manufacturing, 3D printing, and the maker community were uniquely positioned to respond to these needs by providing in-house design and manufacturing to meet the needs of clinicians and hospitals. This paper reviews the pandemic response of Children's Hospital of Philadelphia CHAMP 3D Lab, a point-ofcare3D printing team that supports clinical and research projects across the hospital network. The CHAMP team responded to a variety of COVID-19 healthcare needs including providing protective eyewear and ventilator components, creating a transport hook, and designing a novel transparent facemask. This case series details our response to these needs, describing challenges experienced and lessons learned in overcoming them so that others may learn from our experiences. Challenges to responding to the pandemic included the need to handle urgent pandemic related requests in addition to our standard fare. This required us to not only expand our capacity without additional resources, but also to develop a system of prioritization. Specific changes made included: streamlining workflows, identifying safety review processes, and developing/enlisting a network of collaborators. Further, we consider how to transition to a future, post-pandemic world without losing the cohesive drive of emergency-induced innovation. This paper aims to share what we have learned and to encourage both teams currently engaged in the printing community and those looking to join it