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2009 Conference

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Annual Conference Education Committee

  B Basic: Program addresses fundamental concepts. For professionals with limited experience or knowledge related to a specific topic.

  I 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.

  A 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.

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.

1.1 Application of Six Sigma to Inventory Management - I
Distribution
Learn how the VHA Healthcare Network Upstate NY recently completed a six sigma initiative (utilizing the DMAIC — Define-Measure-Analyze-Improve-Control - model) that involved key stakeholders in defining core inventory management processes that required improvement, redefining inventory management performance standards (clinically and fiscally), and streamlining the distribution process. The pace of technological change, physician preference items, maximizing available spend, inventory utilization and budgetary constraints require that internal inventory management activities are as efficient and effective as possible.

Mark Fontaine Westhart, Chief Logistics Officer, VA Upstate NY Healthcare System, Albany, NY

Victor Heinrich, President, Victor E. Heinrich & Associates, Inc., Ellicott City, MD

 

1.2 Materials and Finance Working Together - A
Finance
Materials Management and Finance in many organizations traditionally do not have the appropriate level of coordination and cooperation necessary to ensure that expenses and revenue are synchronized. Athens Regional Medical Center recognized that with the expanded need for transparency being placed upon healthcare that a higher level of departmental linkage between these critical areas was necessary and undertook a project to make this a reality. The presenters will walk thru a case study, providing both the financial and supply chain perspective, of how Athens was able to achieve a major improvement in linkage between the cost of products and the price being charged. Enabling the organization to appropriately respond to inquiries from both inside and outside while maintaining financial integrity.

Dominique Bennett, Director, Financial Services, Athens Regional Medical Center, Athens, GA

Joyce Waller, Director, Material Service, Athens Regional Medical Center, Athens, GA

Michael Neely, President and Managing Principal, Perimeter Solutions Group, LLC, Buford, GA

 

1.3 Technology Management as a Supply Chain Strategy - A
Technology Solutions
Technology has had a significant impact on healthcare expenses. This session will discuss the creation of a Technology Management program as part of the supply chain function in a healthcare facility, pertaining to equipment and service. The need for a technology management program, the creation of a Technology Manager role, and the integration of this process into the assessment, procurement and service of clinical equipment will be the key focus of this educational session. The impact of such a role in the area of biomedical engineering services will also be discussed. Participation with the audience concerning technology factors that influence operations and finances in their facility will also be an important component of this session.

Ali Alababneh, Technology Manager, University Community Health, Tampa, FL

William Stitt, Corporate Director, Materials Management, University Community Health, Tampa, FL

 

1.4 Best Practices for Managing Capital Spending -I
Purchasing
Capital spending in healthcare is at an all-time high. Health systems are spending millions of dollars on routine and strategic capital projects that will have a significant impact on future financial performance. However, they typically have limited visibility and control of why, where, and when capital spending occurs. Comprised of 14 owned and affiliated hospitals, Wellmont Health System manages an annual capital budget of $54M with ongoing strategic projects totaling $200M, Capital Management at Wellmont requires complete control of the entire capital procurement cycle. Presenters will illustrate how Wellmont implemented best practices in capital management to proactively provide the right tools, on time and cost efficiently, keep capital spending on target and ultimately meet its mission of providing the best healthcare anywhere.

Keith O’Leary, Director, VFA, Inc., Boston, MA

Thomas Allen Archer, System Manager of Capital Planning and Acquisition, Wellmont Health System, Kingsport, TN

 

1.5 Growing Green: Starting an Environmentally Preferable Purchasing Program - B
Purchasing
Sustainability is no longer a goal outside most hospitals. As pressures mount on our environment, materials managers are increasingly being asked to find cost effective ways to decrease their hospital's environmental footprint. This session provides an overview of what Environmentally Preferable Purchasing (EPP) is and describes the process for initiating a lasting EPP program. This presentation will also identify quick wins for a quick start and discuss how to utilize the GPO relationship to grow green while saving green across their organization. Participants will receive actionable information they can leverage across most functional areas including: facilities, food service, medical surgical products, IT and capital expansion. Possible Pitfalls will also be identified, such as 'greenwashing', and how to avoid them.


Jennifer Waddell, Senior Director, Clinical Solutions, Novation, Dallas, TX

 

1.6 2009 Supply Chain Survey - RN &RN Exec Satisfaction – A
Strategic Planning
Results of the 2009 Owens & Minor National Executive Survey on Supply Chain Management, which focuses on Nurse Executive and Nurse Satisfaction with the supply chain. This survey quantifies anecdotal and intuitive perceptions about what are the triggers for Nurses satisfaction and dissatisfaction. This becomes increasingly important given the projection for a shortage of over 1 Million Nurses within the next 5-7 years. Can a high performance supply chain actually be a Nurse satisfier or dissatisfier? Can it support Nurse recruitment or retention? If so, it can help hospitals minimize Nurse replacement costs (overtime, search, finder's fees and $10,000 referral bonuses, orientation & training, agency fees during vacancy, etc.). The presentation will include an examination of the responses and impact of survey findings.

Jamie C. Kowalski, Vice President, Business Development, Owens & Mino , Milwaukee, WI

Cathy Patton, RN, BSN, Director, Supply Chain Integration, Owens & Minor - Delta Area, Monroe, LA

This session is offered again on Tuesday from 1:45 pm – 3:00 pm.

 

1.7 Supply vs. Labor Cost Calculations – A
Strategic Planning
While labor is currently the highest cost category at healthcare providers, supply costs continue to increase at rates that challenge the increases in labor costs. Will supply costs ever exceed labor costs? This session will present a detailed case study about the development and application of a field-tested calculator tool designed to forecast an organization’s future total supply costs versus future labor costs. A demonstration of the calculator tool will be included in the session, along with details about the use of the tool at several prominent integrated delivery networks. The proper application of this tool can assist supply chain professionals today in gaining C-suite attention to the future need for increasing the strategic relevance of supply chain within healthcare providers.

Gene Kirtser, Chief Operating Officer, Resource Optimization & Innovation, Chesterfield, MO

Thomas Hughes, Executive Director, Strategic Marketplace Initiative, Scituate, MA

Vance Moore, President, Resource Optimization & Innovation, Chesterfield, MO

 

1.8 OSHA and Supply Chain – B
Clinical Resource Management
This presentation will discuss a multi-hospital system approach to OSHA sharps safety regulations as well as the facility level requirements. Topics of discussion will include the regulations, the survey process, and supply chain's role in meeting the OSHA regulations.

Missy Eslinger, Division Clinical Resource Director, HCA Tristar Division, Nashville, TN

Rose Hooker, Supply Chain Director, Clinical Resource Manager, Summit Medical Center, Hermitage, TN

 

1.9 Is Your Business Staying Relevant – B
Professional Development
This is the one question that should keep your business up at night. They used to call it “change” but that is too slow a word in this new global e-driven economy. Because Shafer speaks to over 100 organizations each year, he has a front row seat to both the best practices and the worst. He sees who’s failing and who’s succeeding. The organizations who constantly respond to their relevance…and keep reinventing themselves…spend a lot less time worrying about the competition and more time counting their profits. You’ll leave this session with the answers and directives you’ll need to stay relevant in your marketplace…today and tomorrow.

Ross Shafer, Best-Selling Author of Nobody Moved Your Cheese

 

1.10 Are You Ready for the Three G's? – B
GS1 Standards
There is an industry-wide movement to implement GLNs by 2010 and GTINs by 2012 to eliminate custom location numbers and custom product numbers. Are you ready? This session introduces GLN, GTIN®, GDSN® and how they work together to help deliver the right product, to the right patient, at the right dose, by the right route, at the right time. The three “G’s” are the foundation of the GS1 System of global supply chain standards that have delivered proven results for over 35 years in the retail/grocery industries. Learn how these data standards can help improve supply chain efficiency and patient safety. Presented by GS1 Healthcare US™ experts, this how-to session provides an overview of the standards, benefits to be gained, and steps to getting started.

Doug Goldman, Director, Healthcare, GS1 Healthcare US, Lawrenceville, NJ

John Roberts, Director, Healthcare, GS1 Healthcare US, Lawrenceville, NJ


 



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