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Point-Of-Use Automation as a Value Proposition in Supply
Chain ManagementPresenters:
William Stitt, CMRP FAHRMM CHLCorporate Director, Materials Management
University Community Health, Tampa FL
Judith Proctor, MBA CMRPDirector of Supply Chain Services
Munroe Regional Medical Center, Ocala FL
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The “Value Proposition” Value Proposition can be simply defined as
the primary benefit of a product or service.
When considering the value proposition of supply chain automation, consider these questions: Why should I purchase and implement a (this)
system? Why should I do anything at all?
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Value Factors Objective/Goal Impact Criteria Resources Cost Return Validation
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Define the Objective What are we trying to achieve?
Better inventory management Reduce labor resources Take care of patients more effectively
What are we willing to change or sacrifice? Blow it up and start over Enhancement
Define the need and priority. Who is driving the bus? (clinicians or materials)
What happens if we do nothing?
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The Impact of Automation Workflow
Breaking the “we’ve always done it this way” mentality.
Does simplification through automation actually make it more complex?
Staff and labor resources More, less or the same? Clinical and Materials
Customer Satisfaction
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The Impact of Automation (continued)
Reporting and data capture Financial IT Department
Implementation and Support (Resources)
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Criteria and Functionality Will the solution support providing the
appropriate level of service to our customers? Layering vs. Redesign The vendor’s “concept” and functional use
may not be the same! “It looks good on paper”
The selected criteria in selecting a system should be in the line with the impact automation will have on your supply chain!
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Resources Financial What will it take to implement?
Materials staff time Changing behaviors
How long? Can a fast implementation be successful?
Information Technology support Develop policies and procedures Administrative Support Communication
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Resource Management through Project Planning A project plan, even pre-system selection can
assist in meeting your goals: Who will be affected? How will they be affected? A resource “inventory”:
Physical-Equipment needs, equipment placement, network connectivity, utilities, etc.
Technology-Interface development, network infrastructure, testing and backups.
Intellectual-Process flowcharting, policy and procedure development, system testing.
Labor-In all facets of the project.
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Cost & Return on Investment System Pricing
How much is it? Do we know the real costs? (Acquisition vs.
Ownership) Calculating a Return on Your Investment
Is a financial return necessary? Quantifiable reconciliation The price of operational “excellence” Was it a selling point of the system?
Revenue capture Reduce staff Cost savings
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Validation Success or Failure?
Will the system perform the way we think it will? How will we know?
Does implementation=success? Plan for ongoing evaluation post installation is key!
Audit Tools People and Financial
Operational Indicators Benchmarking Customer Satisfaction
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Validation Tools Consider the development of a vision
document related to supply chain automation activities. Our ultimate goal as corporate materials management is
to create a world class supply operation that supports the activities of the clinical staff, and provides the highest level of care to our patients. Automation of the supply chain in a multitude of forms can support that endeavor and meet and exceed our goals in the area of financial and inventory accountability, customer satisfaction and clinical excellence. Any automation introduced into the equation must function with transparency with regards to our business operations and with a positive financial and procedural return on investment.
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Validation Tools A decision matrix based on organizational
goals and criteria can also assist in the evaluation of technology solutions related to the supply chain While such a tool can be subjective, it can raise
awareness as to the specific criteria/issues that surround the selection of automation within your supply chain.
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Technology Decision Matrix
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A Case Study
Automating the Supply Chain at the Point of Use
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Munroe Regional Medical Center
421 Bed Non-Profit Community – Based 421 Bed Non-Profit Community – Based HospitalHospital
Located in Ocala, Florida, just north of Orlando Two Individual Emergency Centers Twelve Operating Room Suites Four Open Heart State-of-the-Art Theaters Four Cardiac Cath Lab Suites
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The MRMC Challenge Control and Stabilize Inventory in the
Operating Room, Open Heart, and Cardiac Cath Lab areas
Drive Major Cost Reduction Refocus Nursing Time and Utilization Implement Supply Automation at the Point of
Use in these Traditionally High Cost Procedure Areas
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Existing Challenges: Clinical
Reduce Stock Outs and Supply Safaris
Ease for End Users Optimize Space Reduce Non-Patient
Care Tasks
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Existing Challenges: Operational
Standardized reorder and stocking processes Reduce restocking time and optimize par levels Enable perpetual inventory housewide Expand item
database
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Existing Challenges: Financial Stabilize Inventory
Define & Manage Reduction in
Cost/Procedure Develop & Monitor
Benchmark Enhance
Documentation of Usage & Charging Improve Patient Charge
Capture Proactively Manage
GPO Volume Requirements
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Before Automation Managing over 4000
Line Items in the OR, OH, CCL
Manual Inventory Counts
Item Locations in Vast & Duplicate Areas
Manual Charge Capture Bi-Annual Physical
Inventory Required 3 Days
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POU Integration
ADT
Distribution
MMIS
Vendors
Billing
Pt Issues
Refills
Replenish
Pt Info
Pt BillingRefill Data
Database
EDI
ADTRequisition
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Automation at the Point of Care“Make no mistake . . . . . You must hit take!”
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Implementation Benefits
Associate Satisfaction Case Picking Improved Patient
Charge Capture Diminished Stock outs Efficient Refill Process Automated Inventory
Management
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Financial Results
11% reduction
22% reduction
17% reduction
36 months24 months12 monthsReduction over benchmark
9% reduction
12% reduction
13% reduction
27% reductionCardiac Cath Lab (Procedure)
19% reduction
Open HeartOR (Case)
26% reduction Operating Room (Case)
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Revenue Changes
2002 to 2005 Percent Change in Surgical Services per case revenue 71% 2002 Cost to Revenue 14% 2005 Cost to Revenue 8%
2002 to 2005 Percent Change in Open Heart per case revenue 90% 2002 Cost to Revenue 20% 2005 Cost to Revenue 9%
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Financial
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Savings Results
$4,909,389
N/A
$1,200,000
$4,318,329
2nd Year
$2,663,896
$400,000
$800,000
$2,094,761
1st Year
?Net Reimbursable Revenue
3rd Year
TOTALLess cost of program (including FTE’s,Lease, Service & Renovations)
N/AInventory Reduction
$3,434,396Supply Spend Reduction
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Future Projects
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POU Enhancements
More Items Integrated into POU Automation - (On going)
Implantables Lot # Tracking/JCAHO - (Completed in Open Heart)
More Interfacing with Systems to Document Product Use on the Clinical Records - (Working on a Witt Interface)
Integrate Preference Cards into POU Automation Utilization Standardization - (Implemented in OR)
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POU Integration
ADT
Distribution
MMIS
Vendors
Billing
Pt Issues
Refills
Replenish
Pt Info
Pt BillingRefill Data
Database
EDI
ADTRequisition
WittDocumentation
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New Projects within POU
Improvement in Inventory Turns Using equipment to help drive compliance with
Patient Care Protocols Wireless system for supply carts Robotics L & D Improve resource utilization
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Robotics
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Results Summary
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Before Automation
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After Automation
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Questions and Answers
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Thank You!