AHRMM12

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Tuesday, August 7, 2012

Learning Lab 5
2:45 pm – 3:45 pm

**Executive Track: Sessions geared to a more strategic perspective of supply chain aspects and their integration with enterprise wide initiatives.

5.1 Lean Leveling: Instrument Capacity vs. OR Demand [I]
Clinical Resource Management

The rapid growth of St. Luke's Boise Medical Center has resulted in an exponential increase in the demand for surgical instruments. As a result, the Central Sterile Processing department faced multiple challenges in meeting customer needs. Using Lean methodologies, bottlenecks were identified in multiple processes throughout the instrument sterilization value stream. As a result, the current staffing model was identified as no longer capable of supporting the increased demand and was redesigned. Learn how to apply Lean concepts including 5S/Visual Management, work flow redesign, capacity optimization and standardized work, while avoiding pitfalls in transforming your own staff and culture.

Brady Nixon, CMRP, Senior Continuous Improvement Consultant, St. Luke's Health System, Boise, ID
Mindy Jennings, Continuous Improvement Consultant, St. Luke's Health System, Boise, ID
Todd Hensley, Senior Lean Consultant, General Physics, Elkridge, MD

5.2 Clean Data Means Cost Savings [A]
Logistics

The VHA Upstate NY Healthcare System initiated a comprehensive data cleansing initiative of its item and vendor files and integrated it with a spend management initiative. Data cleansing outcomes included: 1.) Initial annual cost savings of over $650k via corrected contract pricing. 2.) Improved order issuance cycle time (12% reduction). 3.) Transaction cost savings of $150k via elimination of erroneous orders/deliveries. 4.) Faster renewal of existing contracts and expanded contract coverage opportunities. The spend management initiative yielded cost savings of $900k via expanded contract coverage and identified commodity standardization opportunities with potential cost savings in excess of $2m.

Mark Fontaine-Westhart, CMRP, Chief Logistics Officer, Department of Veterans Affairs , Albany, NY
Victor Heinrich, CMRP, FAHRMM, President, Victor E. Heinrich & Associates Inc, Salter Path, NC

5.3 Aligning Providers & Physicians on Medical Devices [I]**
Finance

Orthopedic implant prices continue to rise at rates that outpace reimbursement, making them a larger percentage of total reimbursement each year. That, coupled with the anticipated number of hip and knee replacements to be performed in the next 10-20 years, creates a significant threat to the viability of U.S. providers. To change the current dynamic, a more balanced and transparent environment needs to be created through clinical, financial and contract education, and by aligning physicians with provider goals, taking the right approach to data, respecting clinical decision making and addressing new technology openly and honestly. The presenter will offer a review of the current orthopedic market, the reimbursement environment and the potential impact of regulations on the availability and economics of new technology.

Douglas T. Jones, AVP, Clinical Operations, SourceTrust, HealthTrust, Brentwood, TN

5.4 Change Leadership: Now More Than Ever [A]**
Professional Development

Now more than ever, the healthcare supply chain needs real change leadership. There has never been a time in healthcare when so many changes have come all at the same time and all with significant implications for the short and long term survival of your hospital. From ACO's to Meaningful Use, to Healthcare Reform, to massive reductions in both patient volumes and alliances and alignment of hospitals and hospital systems no one could have predicted 5 years ago, the implications for the healthcare supply chain are many. This presentation will demonstrate why maintaining the status quo is unsustainable and provide proven strategies to help you develop into a change leader.

Jay Kirkpatrick, CMRP, CEO, MidAmerica Region, Parallon Business Solutions, Nashville, TN

5.5 The Future of Contracting [I]
Procurement

The goal of a contract manager is to achieve the best possible results for an organization based upon building the best possible relationships with internal customers and external. Contracting departments manage and mitigate operational and financial risk to the organization through solid negotiation of contract terms, clear and thorough contract language and the use of an effective contract management system. In the past, this goal was accomplished with heavy ties to corporate legal departments; however, this trend is changing.

Angelia Tucker, CMRP, Assistant Director, Contracts Administration (Supply Chain Services), Texas Children's Hospital, Houston, TX

5.6 Managing Supply Cost Under Accountable Care [I]**
Strategic Planning

There is a great deal of ambiguity around accountable care as policy makers and healthcare providers struggle to develop new care models. The proposed clinical integration requires resources that medical groups, hospitals and health plans do not independently possess to engage in risk-sharing as Accountable Care Organizations (ACOs). This doctoral research interviewed Chief Medical Officers, cardiologists, and industry experts regarding their perceptions of care coordination, mandatory reporting, and technology adoption under accountable care. Significant trends and anticipated changes were advanced. A key component of accountable care centers on bending the cost curve. This effort has a direct impact on supply chain. Supply chain leaders who fail to embrace innovation may find themselves and their organizations struggling to survive in a radically changed health care landscape.

Mary Beth Lang, R.Ph., MPM, Sc.D., Vice President, UPMC, Pittsburgh, PA

5.7 Stacks of Paper? Establish a Contract Repository [I]
Technology Solutions

Move away from paper contract files to an electronic contract repository. The minimum is scanning, indexing start and end dates and alerting key stakeholders when contracts need to be reviewed. Expectations should be templating favorable key language, indexing key terms and conditions and comparing across contract categories, inserting new mandated terms, translating contracts into measureable decision driven data sets. A consideration is how to integrate your repository to your MMIS contract module. First you must build a logical repository. This example will show you the key components of getting started.

Howard Mann, Senior Director, Materials Management, Saint Luke's Health System, Kansas City, MO
Joey Donatelli, Representative, Perceptive Software, Shawnee, KS

5.8 Collaboration in the Health Care Supply Chain: A Study of the Provider-Manufacturer Relationship [I/A]
Evidence Based Management

This session will review findings from a research study done by the Health Sector Supply Chain Research Consortium (HSRC-ASU) on the provider-manufacturer relationship. Attend this session to gain knowledge on the provider and manufacturer view of trust and collaboration; perceived facilitators and barriers; factors in the most successful relationships; examples of successful collaborations; and considerations for the future provider-manufacturer relationship moving forward with health care reform.

Natalia Wilson, MD, MPH, Co-Director, Health Sector Supply Chain Research Consortium, W.P. Carey School of Business, Arizona State University, Tempe, AZ