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2009 Conference

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Learning Lab 6

  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.

6.2 Vendor Managed Inventory - When and How – A
Distribution
While vendor managed inventory (VMI)programs gain greater acceptance as a lean distribution strategy in non-healthcare industries, including retail, many of today's healthcare supply chain professionals lack detailed understanding of vendor managed inventory (VMI) programs and their proper applications, benefits, and proper implementation. A Team of Strategic Marketplace Initiative members have developed a program to assist in identifying VMI opportunities and collaboratively implementing VMI programs for the benefit of all supply chain stakeholders. This session will include details about the factors critical to successfully identifying VMI opportunities. Attendees will be armed with the information required to identify and implement vendor managed inventory programs at their own organizations.

Dennis Orthman, Project Director, Strategic Marketplace Initiative West Roxbury, MA

Eric Nelson, Vice President, Cardinal Health, Integrated Provider Solutions, Dublin, OH

Sandra Erickson, Executive Director of Business Development and Integration, Iowa Health, Urbandale, IA

 

6.3 Environmental Metrics to Prioritize Cost-Savings – I
Finance
Connecting supply chain data with waste data and environmental metrics can be the key to identifying successful cost-cutting measures and prioritizing actions that can make a measurable impact on the institution's financial and environmental bottom lines. Examples include savings in the hundreds of thousands per year due to renegotiated contracts based on waste and recycling volume and pricing data. Supply chain can lead the effort to conserve both financial and environmental resources. Participants will leave this interactive workshop with basic knowledge of the resources needed to start tracking and using environmental metrics, how to identify suppliers who can contribute to efficient tracking, and how to identify the metrics that will be most useful to their institution.

Lara Sutherland, Director of Environmental Purchasing, Practice Greenhealth (H2E), Denver, CO

 

6.4 Optimizing Clinical Value Contracting Performance – I
Technology Solutions
Establishing processes for integrating spend analysis activities for clinical value contracting is an important strategy for financial management of supply expenditures. This program will highlight development and use of tools for a multi-hospital system to optimize data for leveraging contracting activities. Spend analysis tools use normalized data to drive clinical value contracting and standardization for IDN providers. Use of tools focused attention on pricing discrepancies, product conversion opportunities and contracting initiatives for clinical areas. They contributed significant savings to members’ supply expenditures during the first year following implementation and are generating additional savings in subsequent years. Additional savings were provided from enhanced use of materials management information systems supporting clinical value analysis activities, managing on-going supply chain operations and financial analysis and reporting.

Alan Edwards, Director, Materials Management, Children's Medical Center, Dallas, TX

Karla Vialle, Director of Operations, Group Purchasing Services, Child Health Corporation of America, Shawnee Mission, KS

Richard Perrin, President, AdvanTech Inc., Annapolis, MD

 

6.5 Paying What You Expected – B
Purchasing
Are you getting the pricing you were promised? Do you think that you saved money on a contract, only to find invoices paid at higher prices? How do you ensure that you are invoiced the correct price? Ann considers negotiations the easiest part of purchasing, and only the first step in the process with a vendor. She will review the history of supply contracts at a mid-sized health system, telling the story of the birth of their supply contracts team, their current status, and their vision for the future. There are three key components to price control that will be highlighted: communication, documentation, and information system management. Examples will be presented.

Ann Archuleta, Supply Contracts Administrator, MidMichigan Health, Midland, MI

 

6.6 Hands-On Lean Projects for Materials – B
Strategic Planning
"Feel free to try this at home!" - 10 different Lean projects that can be used in any Materials Management Department to more efficient and effective. Participants with little or no Lean experience are welcome, and will be given a basic education in Lean terms and techniques, and how to apply them in evaluating your department. Take-aways will include departmental projects that can be implemented with a minimum of effort to eliminate waste in your operations. The need to increase patient throughput and satisfaction without increasing costs resulted in this 4 hospital system implementing Lean concepts. Improving your Materials flow does not mean you have to resort to outsourcing your staff or other extreme methods.

Michael Lortie, Corporate Director of Materials Management, Carondelet Health Network, Tucson, AZ

 

6.7 Gaining Ground: The Power of Enfranchising Physicians – I
Strategic Planning
Clinician enfranchisement and engagement in the supply chain process is imperative for not only a successful Value Analysis Process but ongoing relationships and trust throughout the organization. Value Analysis is a strategic initiative that when successful is interwoven into the fabric of an organization from the highest C-Suite level. The session will provide insight into creating, developing and managing physician and clinician relationships to support an organizational goal of cost savings, quality outcomes and service excellence. The presenters will illustrate the re-development of a multi-committee Value Analysis process and site specific case examples in their organization related to savings, innovations in technology, quality outcomes, positive deviants and the power of relationship management.

Charles Neikam, Assistant Vice President Supply Chain, Washington Hospital Center

Dr. Douglas Snyder, Associate Chairman, Department of Anesthesiology, Washington Hospital Center

Zal Damkevala, Director of Value Analysis, Washington Hospital Center, Washington, DC

 

6.8 Hurricane Implant Hits Lee Memorial – A
Clinical Resource Management
This session will cover the issues that need to be addressed when orthopedic surgeons clash with the Board and hospital executives over total joint implants. Despite your best efforts at meeting with surgeons and suppliers over several months of negotiations, the final decisions can still cost large amount of political capital because culture eats strategy for lunch. Learn how to manage through the storm despite your best planning and resolve. Presenters will give first hand knowledge of sabotage techniques used so you can be better prepared in your efforts, including managing the press, to reach a successful outcome - Lee Memorial Hospital saved $3.4M.

Girard Senn, Managing Principal and Executive Director, Clinical Benchmarking, Glen Ellyn, IL

Kimberly Nilsson, Senior Clinical Consultant, Clinical Benchmarking, Mt Pleasant, SC

William Tousey, Vice President, Cooperative Services of Florida, Lehigh Acres, FL

 

6.9 From Materials Manager to Supply Chain Executive – I
Professional Development
Are you still stuck in the basement? Is materials management strictly a support/processing department instead of a strategic organizational focus? Many materials professionals feel this way. But times are changing, and for those with the right skills and performance, the opportunities to move into the executive ranks are here. Here are key strategies and actions that can lead to an executive level position in a supply chain role. They will include leadership versus management, why difference skill sets are needed and what they are, performance characteristics, and activities to engage in. Whether you are a seasoned professional ready to move up or an early careerist who wants to advance, this program will provide concrete things you can do today to prepare for and move towards tomorrow.

Dave Kaczmarek, Director, Wellspring Partners, Derry, NH

 

6.10 Global Trade Item Number (GTIN) Getting Started Workshop – B
GS1 Standards
The industry is moving rapidly towards the 2012 goal to implement GS1 Global Trade Item Numbers (GTINs) and eliminate custom product numbers by December 2012. At AHRMM08 attendees received the GTIN Healthcare Provider Tool Kit to help them get ready to meet this 2012 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 GTIN 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 GTIN 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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