Driving Results Blog

By Jake Crampton

The Driving Results Blog is a space for MedSpeed’s CEO, Jake Crampton, to share insights about a variety of healthcare topics. Occasionally, other members of the MedSpeed leadership team will use this space to discuss matters of particular importance to them.

 


 

 

 

How the Barrier Between Competitors and Collaborators is Changing in Healthcare

As a panelist at the upcoming Becker’s Hospital Review 9th Annual Meeting, I was asked my thoughts on what’s happening in healthcare today. To my eyes, one of the most interesting developments is how the barrier between competitors and collaborators is changing.

Today, everything in healthcare points toward value and enhanced patient/customer experience. To succeed, healthcare companies realize there is value in letting go of their desire to control all functions. Instead, they are exploring opportunities to collaborate both with each other and with outside entities to create greater value.

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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.

Intra-Company Logistics: It’s More Than Getting from Point A to Point B

By Wes Crampton, Chief Operating Officer, MedSpeed

Increasingly, providers are re-thinking healthcare transportation because a single delivery delay, a mishandled specimen or a missed delivery can be costly in terms of actual dollars, impact to the patient experience and market reputation. Such errors are estimated to cost providers an average of $600-700 per error (or more). With an industry average of 500 to 1000 errors per million stops, errors can cost providers hundreds of thousands of dollars. (Shameless plug: MedSpeed’s error rate is only 38 errors per million stops).

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Collaboration is the Key to Effective Strategic Partnerships

The best strategic partnerships develop when organizations recognize that an expert partner can be better positioned to provide a vital function in the joint pursuit of a desired outcome. The big picture is not about making marginal improvements to existing systems. It’s about collaborating to imagine new processes.

I’ve written before about Vested® outsourcing—a methodology that guides the creation of highly collaborative supplier partnerships, based on achieving mutually defined desired outcomes. When companies collaborate in a way that that aligns the buyer and supplier’s interests to business outcomes, it creates true win-win outsourcing because the parties are vested in each other’s success.

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Building systemness in an expanding footprint

In this new age of healthcare industry consolidation, it’s more important than ever to think about how materials, supplies and equipment are moved within your organization. Systemness  enables organizations to centralize or share services like clinical labs, print shops, mailroom or other operations, with the ultimate goal of creating cost savings and synergies.

But centralization is only the first step. How those items are distributed to various facilities is equally as important because the benefits of consolidating those services could be lost if your logistics network is creating additional costs or inefficiencies.

Read more about how intra-company logistics helps organizations attain systemness in our blog post in Modern Healthcare .

 

Use Your Data for Strategic Impact on Value

We live in a world overflowing with data. I’ve written before about big data and the danger of focusing on data to the exclusion of driving meaningful insights. Without using data effectively, we can’t affect positive change.

The HealthLeader’s report, Impactful Analytics: Driving Clinical, Financial, and Cultural Change had some excellent insights on how healthcare organizations can utilize data to drive meaningful change and create value. HealthLeaders noted: “Developing operational and strategic imperatives from all that data is dependent upon analytics…Leaders are making critical decisions on the tools that will help them make sense of their data to not only drive smart clinical decision-making, but to allocate scarce resources toward gaining efficiency and competing on cost.”

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Intra-company Logistics: The Missing Link to Systemness, Higher Quality Care

Many healthcare organizations strive to achieve systemness, but not all have been able to create “the desired future state of complex healthcare delivery systems — that deliver patient-focused, seamless and high-quality care across the many parts of a system to maximize value for customers.”

Growth alone won’t guarantee the benefits a system can achieve through scale and acting as one, integrated system. It takes work. And just like building a house, it all starts with a strong infrastructure and foundation.

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Savvy Health Systems Focus on the Basics to Achieve Higher Goals By Taking “Systemness” to the Next Level

We just published the second in a series of articles that I’ve co-authored with Dave Johnson, CEO of 4sight Health. The article examines systemness and how intra-company logisitics facilitates the success of healthcare organizations to become “one entity.” Below is an excerpt from the article, and you can click here to read the full article.

Football is a “system” sport. Offense, defense and special teams function as distinct units with their own coaches, schemes and measures of success. But teams that win the Super Bowl bring those distinct units together to operate as one entity, a winning team.

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How to Overcome Major Obstacles and End Up Better and Stronger

One Louisiana health system’s journey

Over the past several weeks, we have seen a number of natural disasters in the US. Could your organization survive an unprecedented natural disaster, like Hurricane Katrina, and eventually turn that into something positive? That’s what the Advisory Board’s “Lessons from the C-Suite” asked of Warner Thomas, president and CEO of Ochsner Health System, Louisiana’s largest health system.

Immediately following the storm, Thomas says that Ochsner and its board realized that to even maintain operations they had to think through how to get evacuated staff back into the city to relieve staff that was onsite during and following the storm. Beyond those immediate logistics, Thomas says their organization had another team that worked on their “go-forward” strategy, which included outreach to physicians to see if they were returning to the city and if they needed a place to practice. Ultimately, Thomas says that the devastation of the hurricane strengthened both Ochsner’s culture and resolve to restore and expand healthcare in New Orleans and the region.

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Supply Chain: The surprising—or maybe not so-surprising—link to customer satisfaction

According to recent research from Gartner, only 27% of companies believe they offer superior service to their competitors, even though improving the customer experience is a priority for many CEOs. So where are CEOs looking for improved customer service?

The supply chain.

“The supply chain organization typically plays a secondary role to marketing in driving customer experience strategy,” according to Gartner research director Lisa Callinan.  And while marketing certainly has a leading role, it is one that doesn’t supersede substance. The supply chain is all about substance, which is leading to change in forward-thinking organizations, “because the supply chain is uniquely placed to identify customers’ needs and drive better customer experiences,” Callinan continued.

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