As hospitals prepare for more change to help achieve their goal of more significant cost reductions, two themes emerged: better access to data and improved alignment. Jump Technologies, a provider of cloud-based inventory management solutions for hospitals and healthcare organizations spoke with three healthcare executives about what they see changing in their hospital organizations as they plan for 2015. Here are their insights:
Robert Hatkins, Business Development & Analytics Leader, UCSF Medical Center:
“The change I’m seeing is fueled by an initiative we started a few years ago called ‘Value for Scale.’ This initiative came from the Chancellor, began to really take shape across the UC Medical Centers in 2014, and in 2015 I’m expecting to see further implementation and execution. Specifically, we’re driving toward getting the medical centers working together more effectively and improving communication to bring product and process standardization, price alignment and achieve parity as an initial result. Individually, the medical centers have been successful, and with collaboration and playing off each other’s strengths, we can achieve so much more.
“Our historical data tells us we’ve had different ways of doing the same processes. Now, we’re working together to bring standardization to routine processes and standardize product lines where it makes sense. We’re growing automation across our system and building more data about our business. In working with a Lean mindset, we’re bringing together our disparate data systems, defining standards and creating comprehensive analytics, in order to operate as a cohesive unit, while maintaining the research oriented spirit that has made the University of California Medical Centers world class providers of innovative healthcare. The next step will be using data for forecasting and proactively finding ways to reduce expenses and improve revenue. We remain vigilantly focused on enhancing clinical outcomes while delivering greater consistency, reducing expenses and enhancing revenue.”
Dale Locklair, Vice President, Procurement and Construction, McLeod Health:
“We need to look for the next generation of game changers that make the biggest difference in our organizations. We’ve worked with our suppliers on pricing and developing collaborative relationships. What I’m seeing today is the growing debate about the roles of implant sales reps within the orthopedic implant value chain. As we consider the numerous activities within this value chain, my belief is there really shouldn’t BE any debate; in many hospitals, manufacturer’s representatives carry out many valuable activities. Among them, implant reps ensure the operating room is prepared with the correct components and instrumentation for the case, and often also order, stock, and manage implant components as well as instrument trays. They can bring valuable expertise.
“But as we look to evolve, I think the new debate for providers and manufacturers will sound more like this: ‘What are the current activities within the orthopedic value chain necessary to deliver the safest/best outcome for patients? What should to be done or changed to confer greater value for each activity? Who should perform each activity in order to confer greater value for each activity?’ Through these discussions, we can align our organizations to deliver the results we need at the cost we need. We continue to look across the value chain for the greatest impact on our organizational efficiency.”
Franco Sagliocca, Corporate Director, Supply Chain, Mount Sinai Health System:
“The healthcare system needs clean, consistent data. When we get information flowing seamlessly through systems, other work can be fueled and we can make huge gains in efficiency. For example, when we capture the data used to generate a purchase order, we can keep that information to track against recall management systems, contracting opportunities and negotiations, conversions and more. From a supply chain perspective, I’d like to see our teams moving away from transactional activities to being more service oriented, more proactive with our work. This can come from better information and reporting, better decision-making tools. As we face the future, we need alignment to take on challenges such as more mergers, population health management, the quest for standardized documentation technology (such as EMR), and more centralization and consolidation of services. Being able to access the data to support our business is key to meeting the challenges of 2015.”
