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2009 Conference

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Learning Lab 5

  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.

5.1 VMI and JMI: New Paradigms in Inventory Management – A
Distribution
The increasing focus on cost of Physician Preference Items (PPI) in hospitals demands the implementation of new methods for inventory management. All participants in the PPI supply chain experience the costs of high rates of product expiration, lost product revenue, and the headaches of the current consignment based model. New technologies, such as RFID based systems, for inventory management provide both healthcare providers and their suppliers with the opportunity to explore and implement new business models for managing these PPI products. The bidirectional transparency and robustness of the information flow from these new systems supports the use of new approaches such as VMI and JMI (Jointly Managed Inventory). These intercompany operating ties will both improve product availability and substantially reduce system level costs.

David Ryan, Director, Strategic Sourcing, Supply Chain Group, Catholic Health Initiatives, Erlanger, KY

Patrick Littlefield, Chairman, WaveMark, Littleton, MA

 

5.2 Creating and Sustaining a Lean-Cost Conscious Cult – I
Finance
Non-labor cost management and cost reduction is a key challenge for healthcare supply chain management professionals. Through this case-study approach, the participants will gain insights into the tactics and strategies employed in a non-profit healthcare IDN to manage its non-labor spend, seek out opportunities to reduce N/L spend, and achieve lowest quartile supply costs.

James Smoker, Director, Material Resource Services, WellSpan Health, York, PA

 

5.3 Evidence-Based Technology Planning and Acquisition – B
Technology Solutions
The process for planning and acquiring new medical technologies can be improved by integrating an analysis of published and unpublished evidence with conventional business factors, like cost, revenue, and local market demand. Scanning the technology horizon and tracking trends in clinical service areas can also enhance strategic technology planning. Methods of evidence analysis and horizon scanning will be explained, and case studies using new and emerging technologies of high interest and potential high impact will be presented. Technologies in two high-revenue clinical service lines that are approaching regulatory approval within the next two years will also be reviewed.

Jennifer Van Pelt, Senior Research Analyst, Strategic Planning Specialist, Hayes, Inc., Lansdale, PA

 

5.4 Purchasing Cards: Solutions with Plastic – I
Purchasing
Many people expressed an interest in P-cards at the '08 conference during Intermountain's presentation on tracking return on investments. Therefore I am excited to submit a presentation proposal. This presentation would explain, using examples from Intermountain’s experiences, how to determine if there is a need for a purchasing card program, the steps and hurdles to implementing a world class program using the latest technology, and the outcomes especially as they apply to healthcare. It would explain how P-cards aid in streamlining an organization’s small dollar purchases in order to free up time for more value-added activities. Further, it would provide participants with the important details of program management, controls, reporting, benefits and risks presented by a Certified Purchasing Card Professional with over 12 years experience.

Peggy Lee, Card Program Manager, Intermountain Healthcare, Salt Lake City, UT

Tim Goates, Director of Finance, Supply Chain Organization, Intermountain Healthcare, Salt Lake City, UT

 

5.5 The Hard Cash Facts about Supply Chain Automation – A
Purchasing
It’s generally accepted that supply chain automation is good for business, but is it good for the bottom line? As hospitals are increasing the percentage of their purchasing handled electronically, they are documenting not only gains in productivity, but also hard dollars savings that can be measured across the enterprise. But how does a materials manager demonstrate those savings in a manner that meets the needs of even the most demanding CFO? Building upon proven statistics, learn how to put together a program for your hospital to track and trend your savings across your entire hospital or health system, including materials management, clinical departments, value analysis, and accounts payable, among others.


Christine Cameron, Director, Customer Success, GHX, Louisville, CO

 

5.6 You're the Proud Owner of a Brand New Clinic/Service – I
Strategic Planning
As the title suggests, this presentation is a how to, including checklist for assimilation and servicing of new entities to your Medical facility. As outpatient revenue exceeds inpatient revenues, approaching 70% of total revenues, Materials Management professionals are often the last to know but essential facilitators for continued day to day grassroots operation. From the initial acquisition inventory of consumables, equipment and furnishing, to courier services and finally supply chain management and documentation, facility supply chain personnel responsibilities have grown. Supply chain experts in the hospitals are seen as experts driving efficiencies, standardization and utilization. This session will examine not only practices that can be migrated to non-hospital settings but also highlight areas not amenable to traditional hospital practices and requiring a hybrid approach.

Kathi Pressley, Director, Materials Management, Olympic Medical Center, Port Angeles, WA

This session is offered again on Wednesday from 8:00 am – 9:15 am.

 

5.7 09 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 will quantify heretofore 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 & Minor , Milwaukee, WI

Cathy Patton, RN, BSN, Director, Supply Chain Integration, Owens & Minor, Milwaukee, WI

This session is offered again on Monday from 10:15 am – 11:30 am.

 

5.8 Never Events and Pay for Performance – A
Clinical Resource Management
CMS and many state and commercial payers have notified providers that it will no longer reimburse patients for never events, effective October 1, 2008. A never event is determine to be those medical conditions considered to be caused by preventable care errors. Healthcare providers are now burdened with assessing the costs of these events and the procedures they need to implement to prevent them from occurring. Additionally, third party payors are planning to pay hospitals for improved performance. What exactly is improved performance and how might it affect my hospital? This session will review current state of Never Events and Pay for Performance and put these programs into perspective for the procurement departments.

Nick Sears, M.D., Chief Medical Officer, MedAssets, Inc., Tampa, FL

 

5.9 The Untapped Resource (Military Logisticians) – I
Professional Development
This presentation will focus on the untapped resource for our profession... military medical logisticians. It will include a broad overview of the experience the military logistician gains from the challenges dealing with a fluid and flexible supply chain that subject to change at a moments notice. It will also review the types of training military logisticians receive throughout their career. Lastly, the presentation will discuss how the experience and training gained from military service can be transferred to the private sector and how the merging of the two can benefit our profession. This presentation is not only for military logisticians, but for organizations that are looking to understand these tried and true professionals and what they can bring to an organization.

Marc Sager, Logistics Manager, TEAM Integrated Engineering, San Antonio, TX

Ric Goodhue, Corporate Director, Equipment Planning, Novant Health, Inc., Charlotte, NC

 

5.10 Global Location Number(GLN) Getting Started Workshop – B
GS1 Standards
The industry is moving rapidly towards the 2010 goal to implement GS1 Global Location Numbers (GLNs) and eliminate custom location numbers by December 2010. At AHRMM08 attendees received the GLN Healthcare Provider Tool Kit to help them get ready to meet this 2010 date. The industry has now established a five phase implementation path showing major milestones and timelines to help healthcare providers, suppliers, GPOs, and solution providers with this journey. This introductory session will cover GLN basics, how to get started, the five phases of implementation, lessons learned, and successes to date. Refinements and limitations will be analyzed and discussed. Early adopters will share experiences in an open discussion about GLN implementation, what works and what doesn’t work in the healthcare business environment.

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

 



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