WEDNESDAY, JULY 23, 2008
10:45 am – 12:00 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.
6.1 In-Sourcing Your Courier Services Department
Distribution
Courier services for a health system are a vital linking component – activity occurs in some fashion, either formally or informally, with internal resources or it is outsourced. Getting a grasp on the total costs of courier services is important and most often will be the responsibility of the materials manager. This session, geared towards persons or groups desiring to set up or improve a courier services function within their own organization, will review Courier Services as they refer to vehicles transporting lab specimens, supplies, paperwork, and people throughout a health system. The presenter will use MidMichigan Health as a case study.
Jeff Wagner, CMRP
Vice President, MidMichigan Health
Midland, MI
6.2 PPI Standardization: Is This the Right Strategy?
Finance
It is a well known fact that if you buy anything in volume or you commit a percentage of your purchases to a vendor, pricing of a product typically goes down. This methodology works well for most industries but not for the hospital setting. The materials manager must not only satisfy the administrative leadership team by controlling costs but also an eclectic group of physicians who typically gravitate to the latest and greatest trend or technology. This session will help attendees understand the physician temperament, determine which way the wind is blowing, comprehend the pros and cons of standardization especially from a physician perspective, and shape a contracting strategy for their own climates.
Nick Sears, MD
Chief Medical Officer, MedAssets
Tampa, FL
6.3 Contract Compliance and Product Consolidation
(Beyond Value Analysis – The ROi Model)
Finance
ROi (Resource Optimization and Innovation), an operating division of Sisters of Mercy Health System, is a highly creative, collaborative, and compliant healthcare supply chain organization whose success is driven by three guiding principles: always involve stakeholders, always create value (clinical, financial, or operational), and always keep your word. ROiAligned is the contracting arm that connects all three guiding principles. The key enablers that ensure the success of ROiAligned are GPO contracting ownership, disintermediation through enterprise wide self distribution, and logistics as well as Performance Consulting who oversees up-front stakeholder input to ensure ROi is meeting the needs of its customer base and providing the best overall value for its members. In this session, you will learn how Sisters of Mercy, an 18 acute care and two-heart hospital system has leveraged their unique model to take value analysis to a new level. Through the collaborative efforts of their multi-disciplinary team, they drive the highest levels of product standardization and contract compliance.
John Black
VP, Supply Chain
ROi, a division of Sisters of Mercy
Springfield, MO
Ruth Tallman
Clinical Resource Manager, ROi, an Operating Division of Sisters of Mercy Health
Chesterfield, MO
Cherise White
Director, ROiAligned Program
ROi, a division of Sisters of Mercy
Springfield, MO
6.4 Knowledge Sharing in Complex Environments
Technology Solutions
Inter-organizational collaboration and knowledge sharing underpins today’s knowledge-intensive organizational environment. While collaboration initiatives are traditionally the domain of the CIO and/or CTO, research endeavors have been conducted to take a more holistic organizational/enterprise approach. This research traces the evolution of organizations from hierarchical to network to multi-minded systems and proposes that successful inter-organizational collaboration is a function of formal structures, informal social networks, and supporting information technology architectures. It further suggests that linking mechanisms (both technical and social) affect the overall success of collaboration initiatives. This session will use a case study approach to illustrate the typical pitfalls in knowledge-sharing programs.
Sean O’Neil
Army Officer, US Army Medical Department
Burke, VA
6.5 Hidden Costs of Procurement
Purchasing
The fragmented procurement cycle most healthcare providers depend upon is costly and inefficient. Inaccurate or poorly synchronized data, rogue buying, and fragmented purchasing systems can add up to substantial losses. These problems are greatly amplified for integrated healthcare systems, where multiple facilities and purchasing centers compound issues of inaccuracy and disparity. While group purchasing contracts can help to lower costs, they are not the only tool providers can use to achieve meaningful savings. For most healthcare organizations, contract compliance is not measurable, and purchasing is uncontrolled and difficult to track. In order to reach the next level of financial performance, hospitals must streamline purchasing and greatly increase contract compliance. Centralized procurement, using pre-defined business rules, accomplishes this objective.
John Kott
Director, Materials Management, MedCath Inc.
Dallas, TX
Les Popiolek
Senior Vice President, Purchasing Services, Broadlane
Dallas, TX
6.6 The Very Best Practices in Materials Management
Strategic Planning
There is probably no better way to improve and learn than to seek out the programs and ideas that have been successful for others. This program contains the “very best of best practices” that have been proven to help reduce costs, improve operations, and increase customer satisfaction in hospitals. The session will provide attendees with a listing of best practices based on the presenters’ combined experiences at hundreds of hospitals across the United States. While not all best practices will work at every hospital, the presenters will provide the tools and keys to success that will allow attendees to implement ones that are appropriate for their own facilities.
Dave Kaczmarek, CMRP, FAHRMM
Principal, Healthcare Supply Chain Solutions
Derry, NH
Michael Neely, CMRP, CPM, FAHRMM
President and Managing Principal, Perimeter Solutions Group, LLC
Buford, GA
Robert Poore
Corporate Director, Materials Management, Lourdes Health System
Cherry Hill, NJ
6.7 Formation of a Medical/Surgical Product Formulary (or 12 Steps to Value
Analysis Bliss)
Clinical Resource Management
After all the work of identifying the clinical practice, finding the product, evaluating, developing a contract, and converting, how do you assure product use compliance? One method is the formation of a Medical/Surgical Product Formulary. The purpose of a formulary is to promote product standardization, contract utilization, promote staff compliance with product use and provide a tool for product selection and review. This presentation will provide information on the development and implementation of a Medical/Surgical Product Formulary.
Terri Nelson, RN, MA, BSN
Director of Value Analysis, Mayo Clinic
Rochester, MN
Edith Young, RN, MBA, BS
Value Analysis Coordinator, Mayo Clinic
Jacksonville, FL
6.8 Managing Change: Your Iceberg is Melting
Professional Development
Using the eight-step process outlined in the best selling book, Our Iceberg is Melting, as well as other tried and true methodologies for managing redesign, this session will present an easily implemented plan of action for involving employees in redesigning the supply chain process. Starting with building stellar teams, the methodology for building a redesign plan – developing ideas for redesign, gaining executive support, implementation and measuring sustained success – will be discussed. Supply chain departments don’t need consulting firms to do this for them. When employees are involved, organizations will gain their support. A redesign will result in improved quality, productivity, and customer service as well as a changed environment.
Dave Hinkle, CMRP, MHA, MPA, FACHE
Senior Director, VHA Supply Chain Custom Services
Erial, NJ
Rande Medwed, CMRP
Senior Director, VHA Supply Chain Custom Services
Middleton, MA
