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  1. 1. Center for Innovation in Healthcare Logistics (CIHL) “ Finding real solutions for real people by catalyzing efficient and patient-centered healthcare” DRAFT – June 21, 2007
  2. 2. Healthcare Delivery Challenge <ul><li>Breath-taking medical research advancements coupled with inconsistent delivery quality, safety & access, plus exploding cost </li></ul><ul><ul><li>Huge underserved populations (especially children) </li></ul></ul><ul><ul><li>90K annual deaths from preventable medical errors </li></ul></ul><ul><ul><li>20% of medical tests lost and repeated </li></ul></ul><ul><li>Largest U.S. industry (15% GDP), growing 3X inflation </li></ul><ul><ul><li>Aging population, chronic disease epidemic </li></ul></ul><ul><ul><li>Advances in powerful, expensive technology </li></ul></ul><ul><ul><li>Costs impact every household, industry, level of government </li></ul></ul><ul><li>Supply chain & logistics opportunity to recover costs and improve quality, safety and access </li></ul><ul><ul><li>Under-investment in information technology </li></ul></ul><ul><ul><li>Estimated $11 billion in uncaptured savings </li></ul></ul>CIHL Overview, University of Arkansas
  3. 3. Center Vision <ul><li>Center for Innovation in Healthcare Logistics (CIHL) </li></ul><ul><li>an alliance of </li></ul><ul><ul><li>University of Arkansas faculty researchers </li></ul></ul><ul><ul><li>Healthcare providers </li></ul></ul><ul><ul><li>Interested corporations </li></ul></ul><ul><ul><li>Government agencies </li></ul></ul><ul><li>Target: supply chain and material flow aspects of healthcare operations that can be addressed with improved information and logistics systems and processes </li></ul>CIHL Overview, University of Arkansas
  4. 4. Goals and Scope <ul><li>To shape and foster adoption of ground-breaking innovations improving safety, quality, and access to patient care while saving costs </li></ul><ul><ul><li>Highlight and replicate proven, working applications to benefit patients and providers </li></ul></ul><ul><ul><li>Seek opportunities to adapt logistics and supply chain solutions from other industries to healthcare </li></ul></ul><ul><ul><li>Overcome gaps and roadblocks preventing progress through research </li></ul></ul><ul><li>End-to-end supply chain interest from manufacturer to patient, and within/among provider facilities </li></ul><ul><ul><li>Material and information flows of clinical supplies </li></ul></ul><ul><ul><li>Medical devices, pharmaceuticals, test results </li></ul></ul><ul><ul><li>In patient, ambulatory clinics, long term care, pharmacies </li></ul></ul>CIHL Overview, University of Arkansas
  5. 5. Partnership <ul><li>Strategic partners (limited number) contribute sustaining support to CIHL and take active role in shaping its agenda, as well as hosting CIHL activities. Founding partners: </li></ul><ul><li>Affiliated partners play supporting roles as associates that share in CIHL activities </li></ul><ul><li>Collaboration with University of Arkansas leverages concentration of information and logistics expertise </li></ul><ul><ul><li>Record of successful partnership for innovation in NW Arkansas </li></ul></ul><ul><ul><ul><li>NSF-sponsored Center for Engineering Logistics and Distribution </li></ul></ul></ul><ul><ul><ul><li>RFID Research Center </li></ul></ul></ul><ul><ul><ul><li>Supply Chain Management Center </li></ul></ul></ul><ul><ul><ul><li>Information Technology Research Institute </li></ul></ul></ul>CIHL Overview, University of Arkansas
  6. 6. Structure and Organization <ul><li>Advisory Board guides Center direction, oversees funds stewardship, counsels Director on proposed projects </li></ul><ul><ul><li>Quarterly meetings (minimum) </li></ul></ul><ul><ul><li>Includes strategic partners, faculty participants, and select others </li></ul></ul><ul><li>Faculty Associates and research students from University of Arkansas </li></ul><ul><ul><li>College of Engineering </li></ul></ul><ul><ul><li>Walton School of Business </li></ul></ul><ul><ul><li>Healthcare professional programs (nursing, medicine, pharmacy) </li></ul></ul><ul><li>Director: Ron Rardin, White Professor of Industrial Engineering </li></ul><ul><ul><li>Deputy: Russ Meller, Hefley Professor of Industrial Engineering </li></ul></ul><ul><ul><li>Faculty Associate activities coordinated via Executive Committee </li></ul></ul>CIHL Overview, University of Arkansas
  7. 7. Practitioner Participation <ul><li>Success in healthcare engineering innovation requires active collaboration between healthcare professionals and engineering analysts </li></ul><ul><li>CIHL plans vigorous interaction with variety of healthcare providers and networks </li></ul><ul><ul><li>Acute care hospitals, outpatient and long-term care facilities, physician and distance clinics, and pharmacies </li></ul></ul><ul><li>Provider partners will help shape CIHL investigations and offer living laboratories </li></ul><ul><ul><li>Data collection, pilot implementations, spotlight successful solutions for widespread implementation </li></ul></ul>CIHL Overview, University of Arkansas
  8. 8. Initial Investigation Targets <ul><li>RFID, barcode and related visibility solutions to improve efficiency, reliability, and safety of healthcare logistic flows </li></ul><ul><ul><li>Example: reducing inventory costs & improving product availability through improved transparency of material stocks & locations </li></ul></ul><ul><ul><li>Example: tracking pharmaceuticals and biological samples to enhance safety by assuring the right materials in the right place </li></ul></ul><ul><li>End-to-end inventory, distribution, and variety management processes to improve efficiency & reliability of healthcare procurement & supply networks. </li></ul><ul><ul><li>Example: seeking win-win collaborations & incentives among supply chain parties </li></ul></ul><ul><ul><li>Example: variety management & postponed customization of medical procedure kits </li></ul></ul><ul><li>Healthcare delivery supply chains beyond hospitals </li></ul><ul><ul><li>Example: supply chains for long term care facilities </li></ul></ul><ul><ul><li>Example: materials mgmt for ambulatory & physician clinics </li></ul></ul>CIHL Overview, University of Arkansas
  9. 9. Being a Strategic Partner <ul><li>Strategic partners are the sustaining members who make the Center possible and set its directions </li></ul><ul><ul><li>Annual donation of $200K for 5 years </li></ul></ul><ul><li>Significant value to strategic partners </li></ul><ul><ul><li>Access to industrial partners, broad faculty expertise, healthcare-trained student recruits, and clinical partners as customers </li></ul></ul><ul><ul><li>Influence on Center research agenda </li></ul></ul><ul><ul><li>Visibility/excitement of partnering in industry-transforming healthcare innovation </li></ul></ul><ul><ul><li>Cutting edge innovation including pre-release access to Center results and non-exclusive, royalty-free rights to use of intellectual property & workshops </li></ul></ul>
  10. 10. Contact <ul><li>Organizations interested in partnership should contact </li></ul><ul><ul><li>Prof Ron Rardin, Director ( [email_address] , 479-575-6033) </li></ul></ul><ul><ul><li>Prof Russ Meller, Deputy Director ( [email_address] , 479-575-6196) </li></ul></ul><ul><ul><li>Center for Innovation in Healthcare Logistics </li></ul></ul><ul><ul><li>4207 Bell Engineering Center </li></ul></ul><ul><ul><li>University of Arkansas </li></ul></ul><ul><ul><li>Fayetteville, AR 72701 </li></ul></ul><ul><li>Key personnel at founding strategic partners: </li></ul><ul><ul><li>Ms. Carolyn Walton, Wal-Mart ( [email_address] ) </li></ul></ul><ul><ul><li>Mr. Steve Lampkin, Wal-Mart ( [email_address] ) </li></ul></ul><ul><ul><li>Ms. Andrea Sodano, Wal-Mart ( [email_address] ) </li></ul></ul><ul><ul><li>Mr. Jim Bailey, Arkansas BCBS ( [email_address] ) </li></ul></ul><ul><ul><li>Mr. Jerry Bradshaw, Arkansas BCBS ( [email_address] ) </li></ul></ul>CIHL Overview, University of Arkansas