**Executive Track: Sessions geared to a more strategic perspective of Supply Chain Aspects and their Integration with Enterprise wide initiatives.
Sponsored by HealthTrust Purchasing Group
Clinical Resource Management
This session will outline the results and findings of year three of "Supply Chain Performance Excellence" a collaborative study conducted by the 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.
Jayne Resek , Senior Director, Physician Preference Program, University HealthSystem Consortium, Oak Brook, IL
William Brewer , Purchasing Manager, Shands HealthCare, Gainesville, FL
Distribution
A cross-functional team was assembled to brainstorm a solution taking into consideration one constraint, no FTEs could be added. The goal was to eliminate the need for nurses to worry about supplies, where product is stored throughout the department, replenishing fixed storage locations and mobile carts. The solution was a team approach to stocking products at the patient care point of use and mobile carts utilizing a process similar to how vending machines are re-supplied. A team consisting of current supply chain and DEM support staff would be responsible for stocking the DEM. The team would be responsible for utilizing employee designed exchange cart for restocking 78 fixed locations, 12 mobile supply carts, and bedside areas.
Charles Motley , General Manager, Integrated Supply Chain Solutions, Detroit, MI
Joyce Farrer , ED Administrator, Henry Ford Hospital and Health Network, Detroit, MI
Finance
Healthcare organizations recognize that they are not receiving all the reimbursement they are entitled to for chargeable supplies used in patient care. However, identifying gaps that cause revenue leakage is a resource-intensive business. Hear how two materials and finance veterans are leveraging technology to link the item master and chargemaster, including: - Why it is vital to compare, review and synchronize information from the item master with the chargemaster - How to overcome past challenges that have prevented such linkage - Ways to improve your organization’s financial performance, mitigate compliance risk, enhance operational efficiency and more effectively link supply chain and revenue cycle - Real-world examples, including what can go wrong, best practices and what is involved in efficiently accomplishing this linkage.
Brian Patterson , Chargemaster Coordinator, Revenue Management Department, University Hospital, Augusta, GA
Ken Cyr, Product Manager, Craneware, Orlando, FL
Professional Development
Leadership has many facets. One characteristic of a good leader is the ability to communicate effectively. But effective communication is not enough to be great. Great leaders are powerful communicators. Are you interested in advancement? Do you want a better chance of getting your team to perform? Do you want your proposals and ideas to be accepted? Then you want to communicate like a leader. This program will focus on the powerful communicator - what differentiates a poor communicator from a powerful one. It will present several techniques that leaders use to be powerful communicators. Attendees will take away many ideas on how to improve their communication skills and be a more powerful leader.
Dave Kaczmarek , Director, Wellspring Partners, Derry, NH
Purchasing
In 2008, University Hospitals set an aggressive goal to reduce supply chain costs by $27 million by 2013. To date, 85 percent of that goal has already been attained, less than two years ahead of schedule. This accomplishment was the result of implementing a streamlined value analysis process and moving to a structure that increased efficiency and reduced costs. Before engaging in the redesign, the culture between UH hospitals was siloed with no cross-system communication to drive a coordinated value analysis process. After 12 months, departments are communicating across the organization, physicians are contributing to a value analysis repository of data, and processes are efficient and effective. This presentation will detail the project, with actionable ideas for attendees to deploy in their own organizations.
Alan Wilde Jr. , Vice President of Supply Chain, University Hospitals Health System, Cleveland, OH
Jane Anders , Director, Premier Consulting Solutions, Premier, Inc., Wildwood, MO
Strategic Planning
The presenters will discuss the tenets of Consumerism, Pay for Performance, and Healthcare Reform and what will be required of supply chain management in contributing to the provider's strategic plan to remain competitive in their respective market. Outline how supply chain management will be positioned to lead in process improvement, quality, and performance excellence. Review the strategies and tactics supply chain managers will employ to aid their organization in remaining profitable through the changes in governance, marketing, and service line transformation.
John Cunningham , Vice President, Corporate Supply Chain Operations, Universal Health Services, Inc., King of Prussia, PA
Michael O'Toole , Director, Value Analysis, WellStar Health System, Marietta, GA
Technology Solutions
Major group purchasing organizations and healthcare systems have called on the healthcare industry to begin using GS1 standards for location and product identification in business transactions by December 2010 and 2012, respectively. Supported by leading organizations such as AHRMM and SMI, these industry-issued mandates are bringing trading partners, such as Sisters of Mercy Health System, BJC HealthCare, Ohio State University Medical Center, VHA and BD, together to address issues necessary to enable the use of these standards in key electronic transactions. This panel discussion will feature organizations that are already transacting with industry standards and provide guidance for others who are working to meet the upcoming sunrise dates. (Note: While moderated by GHX, the information presented will be of value beyond those using GHX.)
Dennis Black , Director, e-Business, BD, Franklin Lakes, NJ
MJ Wylie, Director, Global Data Standardization, GHX, Louisville, CO
Alex Zimmerman , Director, Supply Chain Information Management, Sisters of Mercy Health System – Roi, St. Louis, MO
Technology Solutions
Gundersen Lutheran’s Central Service utilized a manual system for instrument tracking, tray assembly, tray management, and sterilization logging that led to a higher propensity of errors and unreliable and burdensome tracking. Surgical trays were difficult to locate and trays were often assembled incomplete. The reliability and accuracy of the system was unacceptable to surgery and CS management. A Lean Reprocessing Project for surgical instrument management, including a software system, was completed by October of 2005. This combined project created greater efficiency in serving the Operating Rooms, decreased replacement and repair costs of surgical instruments, streamlined the workflow to increase accuracy, decreased errors and missing instruments, decreased training time, and increased transparency of workflow. The implementation of the LEAN Project for surgical instrument management showed dramatic and immediate improvement in quality. Measurements are used to sustain results and monitor performance.
Rod Brueggeman, Logistics Director, Gundersen Lutheran Medical Center, La Crosse, WI
