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2009 Conference

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Learning Lab 4

  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.

4.1 Dietary Service Optimization and Cost Reduction – A
Distribution
In 2003 HHC operated 17 kitchens, producing 7 million meals annually. HHC faced increasing labor and food costs, due lack of standardization, inefficient labor utilization, and operational inefficiencies. In 2004, following a RFP process, HHC selected Nexera, Sodexo, and US Foodservice (the “Consortium”) to manage HHC dietary operations. The Consortium funded capital and operational improvements at HHC’s 17 facilities and Cook-Chill Plant (“CCP”). The CCP is a state-of-the-art food production facility, which became operational, providing food to HHC facilities in December 2005. Patient satisfaction scores for Dietary have improved each year since implementation of this model change. Benefits realized include aggregate savings exceeding $50M, operational improvements, a standardized menu, HACCP quality controls, new policies and procedures, and standardizing how food was produced, delivered, and served.

Joseph Quinones, AVP for Contracts Administration and Control, New York City Health and Hospitals Corporation, New York, NY

Timothy Mangione, Manager, Operations & Technology, Nexera, Inc., New York, NY

 

4.2 Supply Chain Transformation - Case Study – A
Finance
This presentation will survey health care macro-trends and highlight factors that drive the growing relevance of supply chain optimization. The presenters will utilize case study method to: illustrate best practice techniques to overcome the common barriers to supply chain transformation; outline essential infrastructure development; and discuss strategic alignment and planning. Case Study: North Shore Long Island Jewish health System At the same time that NSLIJHS was faced with extraordinary challenges related to falling reimbursement and escalating costs, the System was undertaking aggressive capital plans that included major construction and recapitalization projects. Senior management recognized an opportunity to expand their debt capacity through improved operational and financial performance through the adoption of supply chain best practices.

Paul Hamilton, Director, FTI Consulting, Boston, MA

Phyllis McCready, Vice President, North Shore Long Island Jewish, Lake Success, NY

 

4.3 With Data Be Fearless in the Face of Transparency – L
Technology Solutions
With the ever-increasing focus on data integrity, supply cost and reimbursement issues, materials managers are under even more pressure to attain, maintain and sustain quality data throughout the healthcare environment. Relevant, actionable data is the basic building block for an organization’s economic direction and also provides the facts and evidence needed both internally and externally to communicate the realities facing every stakeholder. In this session, materials managers will learn how they can implement access controls, internal processes, data descriptions and training initiatives and protocols to standardize the supply chain, and how these controls can then translate into the hard data to improve physician relations and tie high-quality reporting to reimbursements, supply cost reductions and the organization’s future direction.

Karen Barrow, Senior Vice President, Business Development, Amerinet, Pittsburgh, PA

Mary Beth Lang, Senior Vice President, Business Intelligence and President, Diagnostix, Amerinet, Warrendale, PA

 

4.4 340B Rx Program: What Inquiring Minds Want to Know – I
Purchasing
For years, hospital administrators have worked closely with physicians to reduce pharmacy expenses by utilizing generics whenever possible, adhering to an established formulary, etc. Once these efforts were exhausted, additional savings were difficult to capture while maintaining a high standard of patient care. Now, many organizations are now turning their attention to an opportunity with an unprecedented ROI…the drug discount program referred to as “340B”.

James Abberton, Director of Pharmacy, North Shore Long Island Jewish Medical Center, New Hyde Park, NY

Francine Disla Freise, Manager, Operations, Greater New York Hospital Association, Nexera, New York, NY

 

4.5 Still More Best Practices in Materials Management – B/I
Strategic Planning
In 2002 three supply chain professionals put together a list of 16 best practices in materials management and presented it at the AHRMM meeting. Each year the list has grown and now includes over 60. Some may be familiar and already implemented by many. Others are more recent additions and still only practiced by a few. What they all have in common is their proven ability to reduce cost, enhance operations and/or improve customer satisfaction. Join this presentation to compare your practices to the best we have seen. The program is designed so that attendees will take away one or more best practice ideas that, once implemented, will financially benefit their organization and enhance the reputation of the materials management department.

Dave Kaczmarek, Director, Wellspring Partners, Derry, NH

Michael Neely, President, Perimeter Solutions Group, Atlanta, GA

Robert Poore, Implementation Manager, Supply Chain Services, VHA Inc, Bartlett, TN

This session is offered again on Wednesday from 9:30 am – 10:45 am.

 

4.6 Are You Using Your Value Analysis Process to Put the Cart Before the Horse? – I
Clinical Resource Management
Typical provider value analysis activities occur “after the fact.” Most provider value analysis activities are focused on evaluating contracts that have already been awarded by their GPO to determine if selected vendors and products are acceptable. This results in delays in contract adoption of months to more than a year and lost savings. This presentation will review the prospective value analysis process used by Broadlane and the Health Alliance in Cincinnati, Ohio that puts the “cart before the horse” and results in complete contract conversions and implementation within one week of the effective date of new contracts.

David Klumpe, Executive Vice President, Enterprise Accounts, Broadlane, Dallas, TX

Ruby Kern, Vice President, Enterprise Accounts, Broadlane, Dallas, TX

Dennis Robb, Senior Vice President, Supply Chain Services, The Health Alliance of Greater Cincinnati, Cincinnati, OH

 

4.7 Supply Chain Performance Excellence – A
Clinical Resource Management
This session will outline the results and findings of year two of "Supply Chain Performance Excellence" collaborative study conducted by University HealthSystem Consortium. The study aimed to identify characteristics of top performing organizations and proven strategies and tactics that would be beneficial for organizations in improving organizational supply expenditures. It also focused on supply chain management as it relates to organizational success, including quality and financial performance. A unique supply chain performance metric was devised to rank all UHC organizations, and interviews were completed to identify key differentiators in supply chain performance. The project continues to be overseen by a task force composed of academic medical center leaders to provide critical input and review methodology, performance measures, interviews, final report and key aspects of study.

William Brewer, MHA, MS, Purchasing Manager, Shands HealthCare, Gainesville, FL

Jayne Resek, Senior Director, Physician Preference Items, University HealthSystem Consortium, Oak Brook, IL

 



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