CHI Franciscan, based in Tacoma, WA, found itself in the epicenter of the country’s first outbreak. Tracy Bradfield, the system’s Laboratory Director, oversees the labs at eight hospitals that process over 400,000 tests a month. She sat down with 4Sight Health’s Dave Johnson to discuss how they had to rapidly develop a plan to manage the overwhelming test needs and their preparation for future health emergencies.
Healthcare leaders across the country have been tackling the challenges of this pandemic with ingenuity. I am inspired by their dedication and perseverance and will be sharing stories on this blog over the next several weeks in order to recognize and amplify their efforts.
Healthcare Purchasing News recently highlighted the Mayo Clinic in its article about COVID-19 changemakers. In late March, as COVID-19 was putting massive demand on Mayo Clinic’s supply of face shields, Mayo formed a partnership with Pepin Manufacturing to produce the much-needed personal protective equipment. But there was a catch, in order to produce the 300,000 face shields, workers would be needed to supplement Pepin Manufacturing’s production crews.
There is no overstating the challenges and hardships that our industry and our country at large have endured during this pandemic. Healthcare leaders have taken extraordinary measures to meet these obstacles head on, which has created an environment of accelerated innovation. Impressive strides have been made to deliver care more efficiently, with the same degree of effectiveness.
Additionally, I’m struck by the number of healthcare entities that have rapidly scaled new programs to address the broader needs of their communities. It’s this idea that has been talked about for years of “health care” instead of “sick care”.
South by Southwest (SXSW) in Austin, TX, has gained a reputation as a conference where cutting edge technology and ideas are launched. To give you an idea, 11 years ago Twitter launched at SXSW. So, it’s not surprising that other hot ideas—including those related to healthcare—were being discussed in Austin last month.
On opening day of SXSW, there was a panel discussion that included three execs from UPMC discussing how their organization is piloting a program whereby UPMC becomes a strategic investor in healthcare-related start-ups.
In this age of technology and disruption, we often look outside of our own industry for new ideas to make things better and more efficient. And, “while hospitals are not factories and patients are not cars, health systems can learn valuable logistics lessons from the automotive and retail industries,” noted a recent article in Becker’s Hospital Review.
Outlined in the article are seven supply chain lessons gleaned from industries such as automotive, electronic and industrial production:
By Bonni Kaplan DeWoskin, Vice President of Marketing
We talk a lot about innovation in this space, so I’m excited to announce that our CEO, Jake Crampton has been selected as the winner of the Loyola University Chicago Supply & Value Chain Center’s Supply Chain Innovation Award. Jake accepted the award the award at Loyola’s 5th Annual Supply Chain and Sustainability Summit.
As healthcare reform transitions from an abstract idea to a foregone conclusion, healthcare leaders are focused on uncovering inefficiencies in their systems. Instead of merely slashing reimbursements or providing less care, we have a clear opportunity to do more — and provide the right care — with less waste and less spending. I recently read Mark Graban and Rob Harding’s article Cut Costs by Reducing Redundant or Inefficient Activity, in Hospitals & Health Networks, and agree with them that there is even more hidden waste to cut.