Improve Outcomes and Cut Costs: Standardize and centralize to hit the sweet spot

Variation is in the crosshairs of the Triple Aim. Whether in the form of differing lengths of stay, unnecessary emergency care or variant lab test processing times, variation can impact disparities in quality, outcomes and patient experience.

Standardization initiatives that focus on the clinical layer but overlook how problems in support functions like printing or food service create variations in care, are missing opportunities for standardization.

To read more about eliminating variation to meet the Triple Aim, read my most recent blog post on Modern Healthcare.

The Importance of the Supply Chain and Healthcare’s Quadruple Aim

As healthcare continues to march towards value-based care the importance of an efficient healthcare supply chain grows. Not too long ago, the supply chain was all too-often viewed as a transactional process. We at MedSpeed know that the transactional view of the supply was shortsighted. A recent article in Becker’s Hospital Review confirms that the supply chain “is [now] considered a core competency for hospitals to reduce waste and lower costs, while supporting patient care initiatives.”

Supply chain and supply chain leaders are now included in C-suite discussions, and for good reason: Reducing inefficiencies in the supply chain helps organizations focus more on patient care.

According to Peter Mallow, PhD, program director of health economics, market access and reimbursement for Cardinal Health, supply chain leaders have evolved into enablers with a greater focus on patient experience because instead of simply moving things from A to B, supply chain is looking to ensure that they’re improving—not adding complexity to—the job of clinicians.

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