TUESDAY, JULY 22, 2008
1:45 pm – 3:00 pm
All Learning Lab sessions will be held at the Henry B. Gonzalez Convention Center.
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Basic: Program addresses fundamental concepts. For professionals with limited experience or knowledge related to a specific topic. |
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Intermediate: Program addresses concepts and initiatives applied within specific healthcare contexts to achieve measurable results. For professionals with greater depth of experience within a specific topic. |
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Advanced: Program addresses complex initiatives or concepts that can be difficult to implement or duplicate. For experienced professionals to yield “food for thought” and insights into “what if” scenarios. |
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Military: Program focuses on content that is geared towards United States Military personnel. |
Note: The Annual Conference Education Committee has done its best to determine at what levels material will be presented. Where noted, content may span multiple levels.
3.1 Robots and the Supply Chain
Distribution
Providence Hospital in Washington, DC is using an autonomous mobile robotic system to streamline its supply chain and free up staff for patient care. The system removes a major bottleneck in the delivery of care by locating and transporting goods and supplies directly to the point of care. The robots are also used to deliver equipment, medications, lab specimens, and pick up par stock and late food trays. The net result is improved clinical productivity and patient care, significant cost savings, and elevated employee satisfaction. Learn about how the hospital is currently testing the robots to identify equipment as it comes through the door, track equipment, identify equipment that needs to be serviced or replaced, and enable nurses to look at inventory and request necessary equipment.
Peter Seiff
Vice President, Customer Solutions,
Aethon
Pittsburgh, PA
Mark Todd
Director of Materials Management, Providence Hospital
Washington, DC
3.2 Value Analysis You Can Count On
Finance
Most hospitals agree – value analysis can be an effective tool for achieving supply chain savings without sacrificing clinical performance. However, considerable debate remains over how to structure a value analysis program and whether the effort required is commensurate with the results. This presentation will show not only how to develop a value analysis program that works, but also how to determine if it is truly achieving the results you intended. By assembling the right team members, establishing clear, actionable clinical and financial objectives, and ensuring access to accurate data for reporting and analysis, your value analysis team can effectively model “what if” scenarios to calculate the potential benefits BEFORE taking action. Once the initiatives are underway, you can monitor whether the necessary changes are being implemented as intended and measure and report on the actual results. Attend this session, and put these proven principles to work to optimize your contract compliance, standardization, and new product clinical trials and analysis for savings you can count on.
Christine Creedon
Director, Customer Value, GHX
Westminster, CO
3.3 Maximizing Capital Investments in Equipment
Technology Solutions
High-tech medical equipment investment decisions are increasingly being driven by a variety of factors including financial and clinical return on investment (ROI). The Veterans Health Administration (VHA) recently developed and deployed a Portfolio Management System for Capital Equipment that enabled them to accomplish the following: forecast capital equipment needs and develop investment strategies across a multi-year planning horizon; combine quantitative scoring and prioritization with qualitative clinical judgment; utilize multiple variables in calculating return on investment; align investment decisions with strategic business objectives such as quality, access, satisfaction, and value; standardize business processes and hardwire stakeholder involvement in investment decision making; align investment decisions with the budget cycle; and improved decision-making, acquisition, and installation cycle times.
Mark Fontaine-Westhart
Chief, Logistics Officer, Department of Veterans Affairs
Albany, NY
Victor Heinrich, CMRP, FAHRMM
Chief Logistics Officer, VA Capital HealthCare Network
Ellicott City, MD
3.4 RFID Primer for Materials Managers
Technology Solutions
This presentation will give the audience a basic understanding of the RFID technology including its limitations, capabilities, and how it can be applied in Materials Management. Those who attend will obtain a deeper understanding of the technology and how it works through examples of where it can be applied to receive a return on investment for the software and hardware that is used in the systems.
Al Cook, CMRP, FAHRMM
Director of Healthcare Product Development, Integrated Business Systems and Services (IBSS)
Orangeburg, SC
Jean Sargent, CMRP, FAHRMM
Director, Materials Management, University of Kentucky Medical Center
Lexington, KY
3.5 Hidden Gold, Mining Savings from Contract Services
Purchasing
Everyone acknowledges that the supply chain includes purchasing and moving supplies. But one part of the supply chain that is often fragmented and less controlled is contracted services. Because of this, it is an area where savings − often substantial savings − are still possible. Is it feasible to reign in this portion of the supply chain? Can your organization find the hidden gold? The answer is a clear yes. This session will explore ways to find the savings that lay hidden in all purchases not classified as supplies. Using one system’s experience as a case study, attendees will learn practical ways to improve their own contracting systems as well as real opportunities to take dollars off their bottom lines.
Mark Ferraro
Director, Purchasing, Bon Secours Richmond Health System
Richmond, VA
David S. Kaczmarek, CMRP, FAHRMM
Principal, Healthcare Supply Chain Solutions
Derry, NH
3.6 Creating a Shared Procurement Service Organization
Strategic Planning
Within two years Trinity Health converted 17 hospitals to one ERP system, centralized all purchasing activities, and redefined standardization. Learn what it took to “sell” a centralized procurement organization supporting 45 hospitals and over 400 clinics from coast to coast. Trinity Health will share how they successfully converted to a new ERP system every two months, were challenged with converting data to one standardized Item and Vendor Master, implemented over 900 contracts, and transferred all procurement transactions to one centralized service center. Attend and find out what the lessons learned were on such a period of change and hear what Trinity plans to do differently during the next phase of their journey.
Jackie Grudziecki
Director, Procurement Shared Services, Trinity Health
Farmington Hills, MI
3.7 Patient Care Environment: Considerations and Sensitivity for the Morbidly Obese Patient
Clinical Resource Management
This presentation is comprised of an introduction and definition of obesity as well as an overview which includes physical and psychological differences in the morbidly obese patients, societal attitudes, and the impact on care. The presentation will focus on the patient care environment and the care management of the morbidly obese patient. Modification of patient rooms, transportation challenges, and adaptation of ancillary services to provide patient sensitive care will all be discussed as well as patient and staff safety concerns and assessment tools.
Susan D. Knapp, RN
Value Analysis Nurse, Highland Hospital
Rochester, NY
3.8 From Proposal to Presentation-Points to Ponder
Professional Development
Surveys indicate that more people have a greater fear of public speaking than of death. Not only can public speaking be terrifying and traumatic, but it can also be exhilarating and rewarding. While it is a natural talent for some, most people have to develop skills and techniques to feel comfortable taking the stage. This session will provide information, tips, and techniques to improve speaker confidence and presentation content. Information will focus on the entire presentation process from brainstorming to receiving a standing ovation.
Laura Wood, RN, MSM, CRCST
President & CEO, Expense Management Experts
Louisville, KY
