University of Mississippi
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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.
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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.
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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.
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.
Coastal Cooperative of New Jersey
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.
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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University of Mississippi
- 1. From the C-Suite to the Hot Seat: University of Mississippi Health Care Supply Chain Success Ed Smith, CMRP Chief Supply Chain Officer, UMMC 1
- 2. • Located in Jackson, Mississippi • UMHC is part of the University of Mississippi Medical Center •Over 9,000 employees •722 bed adult and pediatric hospitals •Largest diagnostic, treatment and referral care system in the state •Only Level 1 trauma hospital •Only transplant center •Only pediatric hospital •Admissions: 29,000 •Emergency Visits: 99,700 •Outpatient Clinic Visits: 135,000 2
- 3. 3
- 4. 4
- 5. Integrate Supply Chain Departments People 5
- 6. Supply Chain must be an Internal Consultant for all things non-labor Step 1: C-Suite Empowerment Step 2: Value Analysis – Drive SCM, Clinical Interface, Problem Solver Step 3: Leadership Buy-In – Department Chairs, Physician Involvement, Steering Committee, Best Practices Step 4: Technology – Data, outcomes, integrate supply chain and patient care 6
- 7. GPO or Contracts Collaboration Establish SCM Standards to Participation Benchmark Productivity Organization Understand SCM Structure is Collaboration Understood with Campus Technology for Decision Support 7
- 8. Partnerships for Success Distributors GPO Community 8
- 9. UHC Supply Chain Savings Execution University of Mississippi Health Care Year 4 Savings Goals already 12 surpassed by Year 3 10 Realized 8 Savings 6 4 2 Savings Goal 0 Year 1 Year 2 Year 3 Year 4 Year 5 9
- 10. Execution C-Suite Supply Chain To Do List To Do List Understand SCM Process Explain SCM Process Expect SCM Integration Involve Complete Service Line Benchmarked Expectation Meet With Department Setting Leaders Integrate Oversight Meet With Project Stakeholders 10