How Supply Chain and Data Bring Operational Change and Improvements in Health Care Member Price: Free | Non-Member Price: $49 CPE Credit: 1 Overview Through an integrated culture, best in class supply chain practices and data-driven insights can maximize savings and help make a substantial difference in health care organizations.
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Discover tips that can separate a health system’s success or failure when creating a viable purchased services sourcing program in this short video webcast.
Member Price: Free | Non-Member Price: $99 CPE Credit: 1
This AHRMM tool has two practical supply chain evaluation templates featured in the Customer Service in Health Care Supply Chain: Certificate Course, released in January 2019. About the Tool:
Judi Proctor, senior consultant and metrics ambassador, Vizient walks through a benchmarking ro
This short webcast will give you a brief overview of the current ISM® Report On Business, share details surrounding the development of the new ISM® Hospital Report on Business—the hospital-specific report—why it is important, and how you can be involved.
The CQO movement is the health care supply chain’s fitness tracker. It engages supply chain with leaders across the healthcare environment to apply a new approach. To start with your own CQO KPI, look for your Bigfoot within your organization to identify top priorities. After looking at those top priorities, apply the CQO perspective.
Cost per case is a valuable measure because it captures multiple data points. As reports are developed and used, CPC can prove a powerful tool for finding cost reduction and process improvement opportunities—and that can impact your hospital’s bottom line.
Discover tips that can separate a health system’s success or failure when creating a viable purchased services sourcing program in this short AHRMM webcast.
How a Community Hospital Improved Heart Attack Outcomes while Reducing Costs to Outperform Most Hospitals in the Country
This article is from the March/April 2017 issue of the AHRMM member-only magazine, Supply Chain Strategies & Solutions. At St. Francis Hospital, HealthTrust advisors and the cardiovascular team implemented successful processes producing consistent door-to-balloon times of less than 35 minutes, slashed costs associated with renal failure by 90 percent, and reduced readmissions below the national benchmark. HealthTrust is a sponsor of the Cost, Quality, and Outcomes (CQO) Movement.
By: Vizient Download Article
Healthcare reform is driving unprecedented changes in the management, funding and delivery of care as hospitals develop and implement strategies to achieve higher quality care at lower cost. The problem many hospitals face involves the gaps in data between costly supplies, and how they are managed in the item master and chargemaster. Having links and systems in place to audit and validate the item to charge accuracy is crucial. Without this foundation, providers lose the ability to trust their physician quality outcome assessments and episodic care analytics.
This paper explores the application of the Baldrige Excellence Framework to the health care supply chain. Specifically, the paper will explore the reasons that the Baldrige Framework might be used to evaluate and improve supply chain systems and processes. An examination of the need of a systems perspective will be followed by a brief overview of the Baldrige program.
The Supply Chain Role in Supporting Exceptional, Cost-Effective Health Care (Sponsored White Paper Provided by Vizient)
The challenges facing health care today are not going away any time soon. Uncertainty in regulation, payment models, population health, aggregation and consolidation mean that hospitals have to perform at elite levels organization-wide, and that includes supply chain. Amidst the uncertainty, some truths remain:
Executive Summary Today’s healthcare environment is rapidly changing. Hospitals and healthcare systems are being bombarded by myriad challenges, including the fluctuating economy, cuts in Medicare reimbursements, and new procedural, financial, and reporting requirements of the Affordable Care Act (ACA). All of these factors are pressuring healthcare organizations to reduce costs and improve patient outcomes without sacrificing the quality of care.
Dale L. Locklair, FAHRMM, CMRP Vice President of Procurement and Construction McLeod Health Florence, SC
This is an on-going operational excellence initiative and our results have certainly validated our approach and produced an immediate beneficial impact. The methodology we have implemented truly drives improvements and bottom-line results. We are very proud that the Executive Leadership at our organization has promoted the use of Purchasing’s approach in assessing and managing other areas of the organization.
Incorporating the targets for transformation set by the leader of our organization including unjustified variation, fragmentation of care-giving, perverse payment incentives, and the patient as a passive receipt of care, Supply Chain has developed a strategic model and plan that transforms our thinking from a focus on “chains” to a focus on “flow” and from “Supply Chain Services” to “Care Support Services.”