Coastal Cooperative of New Jersey
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The document discusses custom surgical packs for 6 hospitals owned by Meridian Health and Raritan Bay Medical Center. It describes pain points around standardizing data, normalizing component information, and limited clinical and analytical resources for product trials and bids. It then outlines how MedPricer.com was used to conduct an e-bid process for 141 custom surgical packs with over 4,500 components, aggregating $3.7 million in annual spend. This resulted in time savings, 13.6% cost savings of over $2.54 million over the contract life, and service levels beginning before contracts were signed.
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The document discusses Elizabeth (Betty) Gibula's role as Director of Procurement at Johns Hopkins Health System and how she has implemented e-sourcing to help do more with less resources. It describes the growth of Johns Hopkins Medicine, past and present purchasing structures, and the steps taken to implement an e-sourcing strategy, including developing requirements, terms and conditions, and requiring supplier responses before bid events. This has helped increase efficiency and savings.
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UPMC
This document summarizes a presentation about controlling services spend at UPMC, a $9 billion healthcare organization. It discusses implementing the sPro system to gain greater control and visibility over services spending. The goals are to reduce costs, enforce compliance, and effectively manage the entire process from request to payment. It provides an overview of sPro's capabilities and the project scope, methodology, and benefits of deploying it at UPMC. This includes configuring sPro to support different payment types, integrating it with other systems, and training users and suppliers on the new processes.
New York City Health & Hospitals Corporation
This document summarizes the transformation of the supply chain management at NYC Health and Hospitals Corporation (HHC). HHC is the largest municipal healthcare system in the US, serving 1.3 million patients annually. It was facing a $1 billion budget shortfall and needed to restructure its supply chain to reduce costs. The transformation established pillars like strategic sourcing, vendor management, and performance management to standardize processes and leverage the system's size. The results included over $8 million in supply savings in the first year and a projected $21.46 million in total annual savings from various initiatives. Key metrics were also implemented to track progress. The transformation of the supply chain was a critical part of HHC's "Road A
Upper Midwest Consolidated Services Center
The document provides information about the Upper Midwest Consolidated Services Center (UMCSC), a supply network of 37 healthcare member organizations. The UMCSC was formed in 2008 to leverage members' collective purchasing power through centralized sourcing and contracting. To date, the UMCSC has approved 202 supplier agreements and generated over $75 million in savings for members. The UMCSC is governed by a membership structure that includes Class A, B, and C members who must each commit to annual purchasing requirements from UMCSC contracts.
Mercy
The document discusses a collaboration between Mercy Hospital, ROi, and BD to implement GS1 Standards across their entire medical supply chain, from manufacturing to the patient bedside. This comprehensive integration enabled several benefits, including improved patient safety through more accurate product tracking, optimized supply chain operations through tools like Perfect Order compliance, and cost savings through reduced payment times and discrepancies. Key accomplishments included assigning standardized identifiers to all product levels and locations, sharing accurate data electronically, and uncovering issues that strengthened data quality. Lessons learned emphasized the importance of communication between partners throughout the transition.
Banner Health
Banner will work with clinicians and physicians to reduce costs by eliminating supply utilization variances and misalignments in accordance with its operating model. This initiative aims to transform the culture so that utilization management is an ongoing daily focus. Under a fixed reimbursement system like MS-DRG, Banner must reduce costs to improve profit margins per case. Reducing supply costs is one strategy to operate successfully under a fixed reimbursement structure.
Indiana University Health
Indiana University Health is a large healthcare system comprised of 20 hospitals and over 21,000 employees across Indiana. As the largest healthcare system in the state, it has a unique partnership with Indiana University School of Medicine. The system is focused on improving patient care, education, research, and community service. It aims to create a patient-centered model that promotes value-based care and coordinates services across its hospitals and physicians. To achieve this, it works on aligning incentives between clinical staff and administrators, standardizing products and processes, and reducing unnecessary costs and variation in care delivery.
Texas Purchasing Coalition Presentation
The document discusses a perioperative case study involving efforts to reduce costs for several supply categories through standardization initiatives. It describes objectives to lower prices for suture, endomechanicals, trocars, mesh and topical adhesives. A methodology is outlined involving identifying categories, reviewing data, obtaining approvals, issuing an RFP, and clinical validation. Implementation involved planning, member conversions, and physician interactions. Outcomes included commitments from 9 of 11 members to convert to the supplier. Lessons learned focused on validation, involvement, communication and addressing competitive tactics.
McLeod Health
The document discusses a value stream analysis conducted to reduce the amount of time nurses spend gathering supplies. It states that currently nurses on average spend 60 minutes per shift gathering supplies, walking 8,895 feet per shift. The desired goals are to reduce lost revenue by 50%, reduce nursing time spent gathering supplies by 50%, and reduce distance walked per shift gathering supplies by 50%. Several proposed solutions involve implementing supply chain and information technologies like electronic ordering and barcoding to improve efficiency.
Memorial Hermann
The IDN engaged in a collaborative project with its GPO called "30 in 2" to reduce its $700M annual supply spend by $30M within 2 years. Through centralizing processes, aligning physicians, analyzing spend, and optimizing contracts and vendor relationships, they achieved $45M in savings within 11 months, with $30M already implemented. Key was creating a customer-centric centralized supply chain through cross-organizational collaboration and communication. This reduced supply expenses as a percentage of net operating revenue to the lowest levels in the past decade.
Northwestern Memorial Healthcare
This document summarizes a supply chain distribution and logistics improvement project at Northwestern Memorial Hospital. Key goals of the project were to centralize inventory management, automate replenishment, and reduce waste to optimize costs and inventory levels while ensuring product availability. The project included implementing an "implant store", barcode and RFID technology, and standardized processes. As results, expired inventory was reduced by over $200k, charge capture increased by over $3M, inventory value decreased by over $2M while turns increased by over 1, and clinical time spent on inventory fell from 46% to 1%.
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SCORe is the organization responsible for supply chain management at Parkview Health. Its vision is to operate a collaborative, effective, and cost-efficient end-to-end supply chain that enables Parkview Health professionals to provide quality healthcare. SCORe aims to optimize purchases and contracts, manage inventory virtually, and focus on customer relationships through demand planning and portfolio management. It utilizes an integrated IT system and aims to provide an end-to-end supply chain solution for Parkview Health.
St. Anthony's
This document outlines St. Anthony's Medical Center's physician-driven approach to reducing supply costs. It discusses rising healthcare costs and the need to reduce spending on supplies. The key areas of focus are cardiac devices and accessories. The goals are to clinically and financially align providers with the facility, achieve benchmark pricing, sole source top product categories, and promote quality patient outcomes while reducing costs. The initiative involves physician commitment, a multidisciplinary team, vendor participation and controls, contracting, and transitioning products. The success story highlights how a physician-driven committee achieved over $2 million in first year savings through sole source contracts, standardizing products, reducing vendors and inventory, and improving processes.
University of California-SF
The document discusses optimizing the nursing unit environment of care (EOC) through a collaborative process. The objectives are to make rapid, grassroots-enabled improvements to the work environment and deepen relationships between nursing and support services. A core team leads the overall effort, with a steering team and nurse champions leading optimizations in individual units. The scope includes optimizing space usage, supplies, support processes, and the patient environment. Changes will be implemented across various hospital units from June 2010 to February 2011.
University of Mississippi
The document discusses the supply chain success at University of Mississippi Health Care (UMHC), a large healthcare system located in Jackson, Mississippi. It outlines how UMHC integrated its supply chain departments, gained leadership buy-in, implemented technology solutions, and partnered with distributors and GPOs to realize significant cost savings, exceeding goals by year three of execution. The document provides tips for C-suite executives and supply chain professionals to collaborate and drive supply chain process improvements.
Memorial Hermann
This document provides a program update for supply chain management and custom projects at a Veterans Health Administration facility for the month ending October 2011. It includes charts showing increasing approved, implemented, and realized project numbers and savings over time. A breakdown of implementable savings by area is given, with the largest being surgery, drugs, and facilities. Progress toward team goals is outlined for various clinical and non-clinical support areas.
Medical College of Central Georgia
The Medical Center of Central Georgia implemented a Staff Injury Prevention Program called Minimal Lift to reduce staff injuries from patient handling. They partnered with Diligent to provide equipment, education, and support. After implementing the program, staff injuries decreased by 98.7% compared to the previous baseline. The program helped create a culture change around safe patient handling and increased awareness of injury prevention. Monthly scorecards showed units were scoring above 86% on average for adherence to the program.
Christus
The document outlines CHRISTUS Health's $30 million savings goal for FY10 through implementing initiatives across ten categories representing 71% of potential savings. It describes the key categories, accountability measures, and progress updates. Regional executives were responsible for overseeing goals and addressing obstacles. Regular reporting and meetings monitored performance and identified areas for improvement.
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Coastal Cooperative of New Jersey
- 1. Custom Surgical Packs Frederick J.Tavani, Jr. – Director
- 3. 6 hospitals: 1 University Medical Center, 5 community hospitals (2,424 Lic. Beds)
- 5. Normalizing and cross-referencing components across dozens of manufacturers
- 6. Lack of one standard spend analytics tool
- 7. Limited analytical staff resources
- 9. Frustration created by lengthy product trials
- 11. 6 Hospitals
- 12. 141 Custom Packs
- 16. Suppliers compete in real-time for contract awards
- 17. Streamline the Bid-to-Contract process
- 18. Create instant analysis of supplier pricing proposals
- 20. 18 bids in two hours from three suppliers
- 21. No paper! Time Savers
- 23. Dollar savings of over $2.54M over entire life of the contract.
- 25. First years expected savings will be exceeded by more than 10%.
- 26. Conversion incentives were earned 6 months earlier than expected.
- 27. Dollar savings of over $2.54M over entire life of the contract.
- 30. Ostomy Products
- 31. Wound Closure Products
- 32. Office Supplies
- 33. Specialty Beds
- 34. Forms Management 27% Savings vs. Benchmark