Worth Repeating
“Every implant product varies based on patient need, including age, weight, bone health, expected level of activity post implant, metal allergies or sensitivi- ties, partial versus total, prior implants, etc., and the costs associated are wide- ranging due to all of the variations.”
Denise McGinley, R.N., MSNAd, Director of St. Luke’s Center for Orthopedic Innovation
“Sterile processing has always been an afterthought and a place that wasn’t always planned out well because we don’t generate revenue. But if for some reason we shut down, that’s when people recognize our importance.”
Mark Duro, Director Sterile Processing
Operations, New England Baptist Hospital, Boston, MA
“Broward Health has been able to di- vert over 2,870,370 pounds of waste from landfi lls within just three of its reprocessing of single-use devices (SUDs), operating-room (OR) waste re- duction, and integrated waste-stream solution (IWSS) programs alone and has been able to save $1,897,609 with these programs.”
Brian Bravo, CMRP, Corporate Procurement Offi cer and Director, Materials Management, Broward Health, Ft. Lauderdale, FL
“Hospital purchasing departments need to understand how much infections are costing their facility. If they consider HAIs as a line item on a budget, then it’s possible to evaluate the return on investment (ROI) for reducing the num- ber of infections. When hospitals realize how much money they are losing as a result of preventable infections, then it’s imperative that they make an evidence- based decision.”
Mark Stibich, Ph.D., Chief Scientifi c Offi cer, Xenex Disinfection Services
“At Virginia Mason, we select sustain- ability projects that benefi t health and well-being, either through improved quality of care or improved quality of life. If a project is outside these param- eters, then it is not core to our work, and we do not pursue it.”
Brenna Davis, M.S., Virginia Mason’s Director of Sustainability
PEOPLE & OPINIONS Persistence and change in trends:
The post-reform environment for supply chain management
by Eugene S. Schneller, Ph.D.
of the Affordable Care Act. It has been a period of uncertainty, change, challenge and opportunity. It is characterized by a combina- tion of stressors and opportunities that impact supply chain, for providers, suppliers and intermediaries and ultimately patients — in signifi cant ways. Since 2008, the Health Sector Supply Chain Research Consortium has published its list of “top trends.” This year we took a somewhat different approach to identifying trends and important issues in the health sector supply chain by requesting that our panel of Consortium members identify the three most persistent trends/issues and assesses the evolution of these trends in the changing marketplace.
A While the most prevalent items from the
previous seven years persist in their im- portance (including M.D. engagement and employment, collaboration, unique device identifi cation (UDI), health reform, and sup- ply chain and clinical care), global sourcing dropped out of contention. Two items that were not dominant in the previous seven years evolve as key in 2015 including “big data” which was a new item in 2014 and “metrics” which was a factor in 2008, 2011 and 2012.
PERSISTENT THEMES M.D. Engagement & Employment Collaboration UDI Health Reform
Supply Chain and Clinical care NEW “DOMINANT THEMES” Big Data Metrics
58 September 2015 • HEALTHCARE PURCHASING NEWS •
www.hpnonline.com
new term is entering our vocabulary — “post-reform” — referring to the fi ve year period since the enactment
While some readers might interpret the persistence of a theme as a signal of a steady state or perhaps stagnation or the system fail- ing to solve pressing problems, discussions indicate that these trends are evolving in ways both expected and in some cases unexpected. • Physician engagement. Physician engage- ment continues as a trend since 2009 and is presently the most agreed upon trend issue. However it requires clarifi cation. The concern is no longer simply about physi- cian preference item standardization. It’s about addressing a new set of challenging questions relating to the importance of cli- nician integration to meet the challenges of accountable care organizations, achieving economic goals in an era of new payment schemes (e.g., bundled payments) and adherence to evidence based practices. Strategies for physician engagement re- main uncertain. For example, physician employment has been thought to drive physician engagement as has participation in gainsharing arrangements. However, there is little evidence that employment is associated with a higher level of clinical and economic integration nor for the sustained value of gainsharing to achieve integration.
• Collaboration. It is increasingly clear that collaboration, both upstream to suppliers and downstream to the patient, may be the “secret sauce” for achieving supply chain excellence. Consortium research from Project Trust reveals that best supplier/IDN relationships are built on information shar- ing and mutual problem solving, including the provision of product performance data, utilization data, and fair contract negotiations. Similarly, not sharing key performance indicators and lack of price transparency, aspects of collaboration may well mitigate collaborative efforts and thus
PEOPLE & OPINIONS
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