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Owens_MinorLunchKeynote

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Transcript

  • 1. Supply Chain Management “A Customer’s View” The Johns Hopkins Health System
  • 2. Presentation Outline 1. Hopkins At-A-Glance a) Vital Stats b) Hopkins of The Future 2. Operational Goals 3. Supply Chain at Hopkins a) Achieving “best in class” status b) Performance metrics 4. Partnerships That Work 5. Supply Chain Challenges and Opportunities
  • 3. Hopkins At-A-Glance • Johns Hopkins Health System – The Johns Hopkins Hospital • Acute Care – 921 • Neonatal ICU – 36 • Comprehensive Rehab – 14 – Johns Hopkins Bayview Medical Center • Acute Care – 318 • Neonatal ICU – 25 • Non-Acute Care – 369 – Howard County General Hospital • Acute Care – 200 • Neonatal ICU – 18 – Johns Hopkins Community Physicians – Johns Hopkins Home Care Group
  • 4. Hopkins At-A-Glance Here’s What We Do Yearly Activity Discharges 82,523 Patient Days 414,144 Pieces of Mail 12,000,000 Pounds of Trash 12,000,000 Miles of Cart Movement 146,000 Meals Served 3,200,000 Pounds of Linen 4,400,000 Cleanable Square Feet 3,000,000
  • 5. Supporting Our Future
  • 6. Hopkins 2011
  • 7. Vice President General Services (JHH) Vice President Supply Chain Management (JHHS) Vice President Executive Manager Assistant Finance Asst Dir After Hours Sr. Director Director Director Director Administrator Supply Chain Nutrition Svcs Environmental Svcs Special Services Community Health Dir JHH MM Mgr Pat Svcs Mgr Waste Mgr Mail Mgr Patient Dir JHBMC MM Mgr Retail Svcs Mgr Salvage Transport Dir MDC Mgr Catering Reprographics Dir Corp Purch/ Mgr Call Shared Svcs Center Asst Dir Inv Control Products Nurse
  • 8. Operational Goals 1. Have “our service equal our science” 2. Achieve “best in class” status in the healthcare field 3. Fix what’s broken NOW
  • 9. Supply Chain At Hopkins Achieving “best in class” Status • Consolidation of Procurement Process $415,943,113 $270,355,757 JHHS JHU $686,298,871 Combined
  • 10. Supply Chain At Hopkins Achieving “best in class” Status • State of the art Receiving Facility – Complete separation of clean and soiled activity – Capacity to handle all incoming material – Re-routing of all truck traffic away from the main buildings
  • 11. Supply Chain At Hopkins Achieving “best in class” Status • Facilities Redesign – We went from this……..
  • 12. Supply Chain At Hopkins Achieving “best in class” Status • Facilities Redesign – To this
  • 13. Supply Chain At Hopkins Achieving “best in class” Status • Distribution Challenges – Receiving center ¼ mile for main building – 2,000 carts or over 400 miles of distance daily – Variations in process • Timing • Functions – Supplies, Linen, Food, Trash • Distribution Technology – AGV’s – Tugs – Towline
  • 14. Supply Chain At Hopkins Achieving “best in class” Status
  • 15. Supply Chain At Hopkins Achieving “best in class” Status • Towline Working as Designed
  • 16. Supply Chain At Hopkins Achieving “best in class” Status • Open vs. Closed Unit Supply Distribution – Open wired shelving – Closed “biometric” cabinets
  • 17. Supply Chain At Hopkins Achieving “best in class” Status • Offsite Distribution – 50,000 square foot facility – 5 miles from main campus – Management • In-House • Outsourcing
  • 18. Supply Chain At Hopkins Achieving “best in class” Status • Supply Chain Metrics
  • 19. Johns Hopkins MDC Johns Hopkins MDC Valuated Stock Inventory Values 1,800,000 $4,000,000 1,600,000 $3,500,000 1,400,000 $3,000,000 1,200,000 $2,500,000 1,000,000 $2,000,000 800,000 $1,500,000 600,000 $1,000,000 400,000 $500,000 200,000 $0 0 Year 2007 Year 2008 Year 2007 Year 2008 r ary r ary ne er ly rch er st be y ril be r ry Ma r Fe ry r ch ne be Ju er ly ep ust Ap mb il gu tob ay be be Ju vem pr bru ua cem nu a Ju Ma ob Ju ar em M m em nu ug A Au pte br Oc M Ja ct te Ja Fe ov A ec O No De Se N D S Johns Hopkins MDC Johns Hopkins MDC Issue Receipts Target: 18 Turns IssuesTurn Rates Issues Vs. Receipts $7,000,000 35.00 32.46 $6,000,000 30.00 22.26 25.00 $5,000,000 19.11 17.99 18.45 18.26 20.00 $4,000,000 17.68 15.00 17.11 19.10 $3,000,000 10.00 16.03 $2,000,000 5.00 $1,000,000 0.00 Year 2007 Year 2008 $0 r ry r y r ch ne be er ly t il ay be be Year 2007 Year 2008 us ar pr ua Ju ob ar Ju em ry ay r y ch ov er M ep ust r r m ly nu em il ne ug A be be be pr ar br ua M Ju ct ob M te ar Ju Ja ug ov A A m nu em em ec Fe O br ep M ct te A Ja N D Fe O ec S N D S Johns Hopkins MDC 712 Pos itive Johns Hopkins MDC 711 Negative % of Items Adjusted Inventory Adjustments $1,500,000 140% 120% $1,000,000 100% 80% $500,000 60% 40% 20% $0 November June January July March 0% September October December February May April August Year 2007 Year 2008 -$500,000 r ary r ary ne er ly rch er st y ril be be Ma Ju mb Ap gu tob Ju vem bru cem nu Ma Au pte -$1,000,000 Oc Ja Fe No De Se Year 2007 Year 2008 Johns Hopkins MDC Johns Hopkins MDC Excess Inventory +/- $2,000,000 Open Purchase Orders (PO's) 100 $1,500,000 92 80 61 $1,000,000 49 60 $500,000 40 20 17 10 20 5 $0 4 2 0 August July May June March April October January February November September December 0 -$500,000 Year 2007 Year 2008 r ry r y r ch ne be er ly t il ay be be us ar pr ua Ju ob ar em Ju M m em nu ug A br M ct te Ja ov A ec Fe O ep N D Year 2007 Year 2008 S
  • 20. Partnerships That Work • On-site procurement support – Stock/Non-Stock Contracting • Commodity/Functional Unit support – Product de-casing – Off hours deliveries • On-site area management – Warehouse management – Low unit of measure distribution
  • 21. Supply Chain Challenges and Opportunities • Safety • Standardization – Value Analysis Process • Supporting underutilized businesses • Staffing and Training – Replenishing the pipeline

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