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2009 Conference

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Learning Lab 7

  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.

7.1 Transforming a Laboratory Supply Chain – A
Distribution
In a quest for cost and process improvement, the Mayo Clinic Department of Laboratory Medicine and Pathology (DLMP) collaborated with Supply Chain Management to implement strategic improvements to the Laboratory Supply Chain. Initially the lab was small enough that inventory was treated as expense at the time of purchase. This made it difficult to understand the true cost of laboratory tests. Double digit growth over the last several years has resulted in DLMP having one of the largest combined academic/reference labs in the world. The supply chain process transformation to more of a JIT model began with implementation of an automated Point of Use Inventory Management System.

Carla Brunsvold, Supply Chain Analyst, Mayo Clinic , Rochester, MN

Tom Stewart, Finance Manager, Materials management Financial Analysis, Mayo Clinic, Rochester, MN

 

7.2 Hospital Insolvency: The Looming Crisis and You – A
Finance
What happens if financially troubled hospitals can no longer count on subsidies, philanthropy and government bail-outs to survive? States and municipalities face slumping tax revenues. Elected officials are being forced to consider significant cuts to offset shortfalls and balance their budgets. Consumers, forced to deal with declining home values and rising prices are now reining in spending and pocketing more of their income. For thousands of short-term acute care hospitals across the country, the timing could not be worse. Unless boards and hospital management abandon historic tendencies to apply a “band-aid” approach to problems and, instead, move quickly to take more aggressive measures to shore up their financial and operational foundations, the future of many institutions is questionable. Learn what tactics you may have to consider to help your organization survive.

Edmond Hardin, Director, Alvarez & Marsal, Houston, TX

George Pillari, Managing Director, Alvarez & Marsal, San Francisco, CA

 

7.3 Lessons Learned from the Swine Flu – I
Distribution
Attendees will learn what lessons were learned during the WHO alert for the H1N1 flu epidemic in the spring of 2009. Attendees will gain an insight of the preparatory steps that need to be taken in the event that there is another declaration of a “pandemic alert”. While the country mobilized quickly to respond to the alert, some products and some troublesome issues were uncovered during this event. Lessons learned from this should help Materials Managers in their preparations for any future events. How the lessons learned have impacted the AHRMM preparedness plans for a pandemic.

Al Cook, Chief Resource Director, The Medical Center, formerly, Director of Healthcare Product Development, Integrated Business Systems and Services, Orangeburg, SC

Jeffrey Wagner, Vice President, MidMichigan Health, Midland, MI

Steve Curren, Deputy Program Manager, Critical Infrastructure Protection Program, U.S. Department of Health and Human Services, Washington, DC

 

7.4 The High Cost of 'Dirty Data' and What to Do About It – B
Technology Solutions
St. Joseph Health System had 11 item masters with 300K+ records, nearly 1/3 of which were duplicates, and 90+ staffers making changes to product data. Cleaning up this ‘dirty data’ has delivered measurable value, in purchasing and also across the healthcare system. St. Joseph’s has created a single item master and cleaned up duplicates, inaccurate and missing data, and limited staff members who can make changes. Cleaner data resulting in reduced invoice exceptions has improved relationships between AP and purchasing. That, combined with a significant increase in electronic invoices has achieved compelling results.

Susan Wilson-Bromley, Corporate Director, Data Operations , St Joseph Health System, Orange, California, Orange, CA

 

7.5 Capital Acquisition Program a WIN-WIN – I
Purchasing
One System’s journey to spread limited capital funds over more projects utilizing a “Best Practice” model. The Capital Acquisition process was improved to ensure that capital equipment is acquired at the most competitive price, at the right time, from the right vendor within a competitive environment. The appropriate Physicians, department heads, and clinical staff were involved early so that all stakeholders were involved in the decision making process. The process change allowed the Health System to provide the highest quality, most technologically advanced Patient Care using the most advanced, cutting edge technology available.

Deborah Rey, Sr. Contract Manger, Capital Equipment, & Construction, Christiana Care Health Services, New Castle, DE

Mark McDermott, Director, Material Management, Christiana Care Health System, New Castle, DE

 

7.6 The State of Healthcare Logistics – I
Strategic Planning
The session presents the results of an industry-wide survey of healthcare supply chain professionals. Respondents are grouped by type (manufacturer, distributor, GPO, provider) and size of their organization and the maturity of their supply chain. The survey focuses on: • Readiness and progress towards data standardization • Collaboration among supply chain partners • Implementation and benefits of strategic initiatives • Supply chain related expenditures • Inventory and order management • Supply chain performance.

Edward A. Pohl, Associate Professor, University of Arkansas, Fayetteville, AR

Heather Nachtmann, Associate Professor, University of Arkansas, Fayetteville, AR

 

7.7 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 Tuesday from 1:45 pm – 3:00 pm.

 

7.8 LOST: A Supply Chain Adventure to Recapture Lost Revenue
Clinical Resource Management
In 2007, McLeod Health embarked on a supply chain adventure to identify and recapture lost revenue. By creating custom reports that identified chargeable supply items placed in patient care areas and comparing that data to patient accounting and replenishment records, McLeod Health was able to document more than $3 million in lost revenue. To recapture that revenue, McLeod Health formed a partnership between supply chain and clinical staff to identify the root cause for the lost revenue and put in place procedures that have cut losses by 80 percent and ensured the availability of critical supply levels. Today, clinicians understand the importance of working with the purchasing department to optimize supply chain processes to improve both financial and clinical performance.

Dale Locklair , Vice President, Procurement and Construction, McLeod Health, Florence, SC

7.10 Global Data Synchronization Network (GDSN) Getting Started Workshop – B
GS1 Standards
One of the three “G’s” of GS1 standards, the GS1 Global Data Synchronization Network (GDSN) provides an authoritative source of product information and an automated process for ensuring that the information remains reliable, accurate, and up-to-date among supply chain partners. Learn about the ABC’s of initiating data synchronization in your organization and use of the GDSN in a healthcare business environment. This introductory session will cover how to get started with the GDSN Healthcare Provider Tool Kit, implementation steps, lessons learned, and best practices. Hear from healthcare industry members about changes made to their operations that have resulted from the use of the GDSN in daily business transactions and the benefits they are receiving.

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

 

 



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