TUESDAY, JULY 22, 2008
3:15 pm – 4:30 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.
4.1 The Importance of a Logistics Supply Chain Plan
Distribution
This session will provide the importance of having a Logistics Supply Chain Plan. It will validate the importance using industry data that shows having a plan and following it will ensure a low-cost and highly efficient Materials Management department. Additionally, the session will review the key elements of a Logistics Supply Chain Plan and how best to implement it. The bottom line: a solid logistics plan will lead to higher customer satisfaction, supplier relations, and patient satisfaction.
Larry Dooley
Principal, LKD and Associates, LLC
Grapevine, TX
4.2 Strange Bed Fellows in the Revenue Cycle Hotel
Finance
When people think of the revenue cycle, they often think of the obvious players – patient financial services, health information management, admitting, coding, etc. However, there are two functional areas that people seem to forget – clinicians and materials management. Yet both of these areas have a tremendous impact on the success of a healthy revenue cycle. An enhanced revenue cycle operates on core principles of proactive clinical & financial systems, the right care at the right level and right price with focus on the outcomes of quality and cost. The expected outcomes of a well-operating revenue cycle are decreased testing, shorter hospital stays, and emphasis on discharge planning, quality, cost, and timeliness of service. These outcomes cannot be accomplished without an involved clinical staff. Likewise, the link with materials management can also have a significant impact on the overall cost of the revenue cycle. This course will provide the knowledge to identify the interface between materials management and the revenue cycle, as well as how to modify roles and functions to position Materials as “revenue cycle extenders” resulting in a quantifiable impact.
Patricia Cooper
Vice President, QHR
Brentwood, TN
Beverly Slate, FAHRMM
Associate Vice President, Supply Chain Services, QHR
Brentwood, TN
4.3 Standards: Patient Safety and Reduced Costs
Technology Solutions
While healthcare supply expenses account for approximately 30%–40% of a hospital’s budget, the supply chain is more than just an expense line on the budget. It impacts and links directly to patient safety, quality, and cost reduction. Because hospitals have the most to gain from an efficient supply chain, they are taking the lead adopting and implementing standards that will allow for synchronized accurate product and packaging information. This session will explore the efforts underway by providers to drive adoption of standards and create a global data synchronization network – Product Data Utility (PDU) – for healthcare. The PDU will impact patient safety and quality of care and will result in millions of dollars of annual savings for hospitals and billions of dollars for the healthcare industry.
Kathleen Garvin
Program Manager, DOD/VA Data Sync and DMLSS-W, Defense Supply Center
Philadelphia, PA
Joe Pleasant
Chief Information Officer, Premier
Charlotte, NC
Jane Pleasants
Assistant Vice President, Procurement and Supply Chain Management
Duke University Health System
Durham, NC
4.4 Managing Conflicts of Interest in the Supply Chain
Purchasing
Managing real or perceived conflicts of interest are of increasing importance to healthcare organizations. While conflicts of interest can take many forms, a supply chain is particularly susceptible to inappropriate influence. Supply chain professionals must ensure contracting and purchasing processes and decisions are not compromised by financial interests or the pursuit of personal gain. Failure to appropriately manage conflicts of interest can damage the integrity and the reputation of the supply chain professional and their healthcare organization.
James Francis
Chair, Supply Chain Management, Mayo Clinic
Rochester, MN
Bruce Mairose
Director, Procure-to-Pay, Mayo Clinic
Rochester, MN
4.5 Customizing a PPI Contract Management Strategy
Purchasing
Contract management strategies are wide and varied including percent off list, capitated contracts, and margin-based pricing. This program will define these contract management strategies and outline key factors for applying them in the high expense contract areas such as orthopedics, spine, trauma, and cardiovascular. This session will also share benchmark analysis to compare price saving outcomes and relative performance of these strategies in various contract specialty areas, and a case study where these strategies were applied in academic medical center settings will be included as well.
Jayne Resek
Senior Director, Physician Preference Items, University HealthSystem Consortium
Oak Brook, IL
Knitasha Washington
Director, Supply Chain, University Healthsystem Consortium
Oak Brook, IL
4.6 In-Sourcing of Sterile Packaging in a Five-hospital System
Strategic Planning
This program shows how Covenant Health, a five-hospital system in eastern Tennessee that spends
more than $4 million per year on custom sterilization, is bringing the production of customized procedural
packs in house. At one time, they put together the bulk of their procedural kits while outsourcing
some of the basic components, and then migrated to a largely out-sourced procedural module. This
project will allow Covenant to assemble these modules and many other sterile packaged items increasing
quality and reduce expenses by 25%. The session will cover the business plan, building requirements,
hiring of employees, and purchasing bulk non-sterile products.
Candie M. Clarke
Manager, CH Sterile Solutions, Covenant Health
Knoxville, TN
Paul George
Director of Material Management, Methodist Medical Center
Oak Ridge, TN
Gaye Jolly
Vice President, Corporate Materials Management, Covenant Health
Knoxville, TN
4.7 Achieving Next Generation Cost Savings
Clinical Resource Management
New clinical innovations are dramatically improving patient care and boosting service line growth.
Unfortunately, these very technical innovations are hindering margin performance as most hospitals
and health systems struggle with supply cost growth and declining reimbursements. In a joint presentation,
The Advisory Board Company and executive leadership from Evanston Northwestern Healthcare will define
best practice strategies for leveraging business intelligence to develop strategic cost reduction
plans that address declining margins. Topics include: Elevating the role of materials management,
developing and maintaining a formal cost reduction plan, leveraging the power of benchmarks, and
strategies to implement and track savings through departmental collaboration.
Marena Gohmann
Senior Director Corporate Purchasing, Evanston Northwestern Healthcare
Evanston, IL
Colleen Mahoney
Principle, H*Works Consulting, The Advisory Board
Washington D.C.
4.8 Seven or So Habits of Highly Effective Value Programs
Professional Development
Enloe Medical Center (EMC) is a 391-bed acute care facility that provides a full continuum of healthcare services to over 400,000 residents in a six-county region of northern California. Struck with inherent organizational change, and the need to achieve sustainable financial and operational improvements, EMC revitalized its “Value in Action” program. Built upon “Seven or So Habits of Highly Effective Spend Management Programs,” EMC has established a successful program that can adapt to ongoing organization changes. Presenting EMC as a case study, this session will share effective habits and tools that can be adapted to other facilities. The presentation will encourage participant interaction and allow for an exchange of ideas or other successes.
Chad Sandefur
Associate Director, Navigant Consulting
Chicago, IL
Alan Weintraub
Director, Materials Management, Enloe Medical Center
Chico, CA
