Cost Management
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…
The evolution of our healthcare system from a volume-based to a value-based model is driving provider organizations to adopt patient-centric, outcomes-based success metrics for operational processes in both acute and non-acute settings.
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This Awareness Brief provides a high level summary understanding of value based purchasing. The Hospital Value Based Purchasing (VBP) Program adjusts hospitals’ payments based on their performance in four domains that reflect hospital cost, quality and outcomes. This calendar year, 2016, is the…
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…
Dale L. Locklair, FAHRMM, CMRP
Vice President of Procurement and Construction
McLeod Health
Florence, SC
This paper provides a case-study on what Banner has done to implement and continuously improve this initiative. Three key components to successful supply utilization savings are reviewed.
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…
Jim Smoker, CMRP, MPA, CS, York, Pennsylvania
This paper will present health care procurement strategies of four countries - the United States, Botswana, the United Kingdom, and China - as a means to evaluate volume aggregation under different health care delivery models.…
The surgical instrument management software (SIM) implementation began in October of 2003 and a Lean initiative to redesign processes began in October 2005. Implementation of all the initial recommendations was not complete until June of 2006.