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Specifically, Jake was singled out for “success through his innovative approach to intra-company logistics and transportation in the healthcare industry.” (more…)
One of the major driving factors is the growth of the worldwide geriatric population. However, the report also notes that some of the major factors driving this market include “increasing emphasis on improving the healthcare system, growing need for quick transportation of samples and specimens for testing and increased focus on reducing logistics cost.” These are all points that we are seeing in the market (more…)
Outlined in the article are seven supply chain lessons gleaned from industries such as automotive, electronic and industrial production: (more…)
We began our work with Inova in 2013 because they wanted to make their internal logistics more efficient and at the same time improve patient care and help the environment. The Inova supply chain team realized it needed to build the required infrastructure network to intelligently connect its network and meet its “systemness” and sustainability goals to drive integration and standardization, while removing waste and inefficiencies. Inova’s desire to make these changes to its transportation network were part of its larger effort for the health system to become “OneInova,” a network with an expanded centralized service center. (more…)
That being said, you don’t want a strategic relationship with just anyone. Strategic relationships that align the capabilities and interests of two different entities can enable both organizations to deliver better service and better products. In today’s complex and dynamic healthcare marketplace, agility, efficiency and quality are the new drivers of success, and leveraging strategic relationships can turbo-charge performance. (more…)
The article notes that the “recurring cost of bad quality” is a fairly new concept in clinical laboratory operations. There have been attempts to address it, but unfortunately, much of the recurring cost of bad quality is nearly invisible. The problem is exacerbated by the fact that poor quality is all too often accepted as a normal consequence of lab tests. (more…)
The survey notes that implementing more efficient healthcare supply chain management systems and processes are very likely to improve a hospital’s revenue cycle. And, by focusing on the supply chain, organizations can help caretakers simultaneously address the competing pressures to decrease costs and improve patient care. (more…)
It also lists 10 areas that the author recommends health systems target for maximum cost improvement: Manage the healthcare cost of your own workforce, eliminate subscale services, optimize service line spend, maximize IT spend, flex the workforce, find the waste, reconsider capital spend, reduce the cost of leakage, reduce bad debt and avoid potential costs. (more…)
One of the members of the Lean network has addressed its CLABSI problem by standardizing processes and implementing frequent evaluations of patients’ need for a central line. The result was a 64.3% drop in infections from 2015 to 2016. Successful solutions and standardization like these are shared across the Lean network so that providers can learn from each other. (more…)
Healthcare is changing and patients have higher expectations than ever. Forging mutually beneficial strategic partnerships is even more valuable today for health systems. “Moving at the Speed of Medicine: Turbo-Charging Performance with Strategic Partnerships” from 4SightHealth and MedSpeed describes how the auto industry and other traditional insourcers are leveraging strategic relationships to prepare for the future.
He goes on to warn that leaders who are not mindful of the work styles and ways to engage Millennials will have difficulty retaining this huge segment of the workforce.
We spoke about the nationwide trend of health systems moving from a holding company model to an operating company model and all agreed that this trend will continue to accelerate. (more…)
One of the members of the Lean network has addressed its CLABSI problem by standardizing processes and implementing frequent evaluations of patients’ need for a central line. The result was a 64.3% drop in infections from 2015 to 2016. Successful solutions and standardization like these are shared across the Lean network so that providers can learn from each other. (more…)
I’ve written before about Big Data, and the need to ensure that we use it, not drown in it. Mike Alkire, COO of Premier, says healthcare leaders are “clearly working hard to make sense of all the data they have, most of which remains in silos. Making sense of that data has clearly become a priority for leaders as has the movement toward a more consumer-centric and accountable care delivery system.” In our universe of intra-company logistics, we see this challenge and the need for solutions as well. (more…)
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. (more…)
I share this award with every MedSpeeder, and want to thank them for all that they do. I truly couldn’t be more grateful for the efforts of every member of our team and that they choose to make MedSpeed their professional home. Together, there is nothing that we can’t achieve!
Lacking that measurement means they have no way of knowing how to manage those costs or improve their operations. (more…)
As a result, supply chain has the direct ability to create value across all areas of an organization.
As the interns wrapped up this week, we were pleased to welcome them to our home office to report on their experiences. They brought several ideas forward related to efficiency, process refinement and strategy. They also shared how their assigned tasks helped prepare them for their future careers. (more…)
Is your outsourcing relationship self-actualized?
In a nutshell, here is Vitasek’s comparison to outsourcing. (more…)
“From holding company to operating company: 4 experts on health system economies of scale” from Becker’s Hospital Review recaps a recent panel discussion that included Jake Crampton, MedSpeed CEO; Khosrow Shotorbani, president and CEO of TriCore Reference Laboratories; Bill Santulli, EVP and COO of Advocate Health Care; and Mark Dixon, president of The Mark Dixon Group and former regional president of Fairview Health Service. The panelists spoke about the nationwide trend of health systems moving from a holding company model to an operating company model and how they expect this trend to continue to accelerate.