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Nurses play an important role in delivering health but what happens when they become responsible for ‘below license’ supply chain tasks that take away from patient care? Click here to find out more.
The mindset for many providers seems simple: move items, whatever they may be, from one facility to another. Unfortunately, the result of this can be costly delays and errors that lead to potential patient harm. Wes Crampton, COO, delves into how intra-company logistics hones in on the true cost of logistical errors while creating a lasting impact on your patients and clinicians on Modern Healthcare. Click here to read more!
As more providers combine facilities or expand their reach, they’re facing new challenges – and opportunities to maximize scale and operate as one efficient system. Systemness enables organizations to centralize or share services, but it’s only the first step. Read more on Modern Healthcare to find out what it takes to achieve this goal with intra-company logistics by clicking here.
The Modern Healthcare article “Achieving High-Reliability Requires a Holistic Perspective” explores how High-Reliability Organizations that operate in complex, high risk environments can have catastrophic failures. Read more here to find how intra-company logistics can support providers’ commitments to high-reliability.
Jake Crampton, CEO, and Brett Reed, CEO of Cohealo, discuss the sharing economy and how it allows for people to repurpose their assets to make healthcare more efficient. There are two pieces to turn this concept into reality, click here to find out what they are.
Health systems are being challenged by the Triple Aim and look toward standardization. Intra-company logistics creates more efficient standardization to help achieve the Triple Aim. Jake Crampton, CEO, and Mark Dixon, President of the Mark Dixon Group, hone in on opportunities to standardize and centralize to meet the Triple Aim. Click here to read more!
Jake Crampton, CEO, and Kate Vitasek from the University of Tennessee (UT) discuss research showing the value of crafting strategic deals based upon collaborative relationships tied to outcome-based economic models. Read more on Modern Healthcare here.
Typically, “cost-saving” and “revenue-generating” aren’t uttered in the same breath. But, when equipment sharing is done right, that’s exactly the benefit to healthcare organizations.
The plain truth is, sharing not only offers cost savings, it can also support expanding care and increased revenue capture. And what healthcare organization isn’t looking for that?
By sharing equipment, providers can offer a wider variety of services at facilities throughout the system. Beyond that, equipment sharing helps leaders justify the purchase of new, high-tech devices because they can and will be utilized across multiple facilities.
Every hospital has a story about equipment being hoarded to guarantee staff has what they need when they need it. That is a good, and important goal, but there must be a better way to achieve it than hoarding. Providers that think of equipment as a shared system asset can improve patient experience and outcomes, while driving down cost.
Oh, and increase revenue capture in the meantime too.
Next week, healthcare executives from across the nation will gather at the HFMA Annual Conference (June 24-27) to look for ways to solve complex business issues facing healthcare. Our good friends from Cohealo, developers of technology that enables providers to optimize the use of their equipment across facilities, will be there. Check out their booth if you have time or if you would like to have a meeting, you can schedule it directly with their team.
Read my full blog post on this subject on Becker’s Hospital Review
Jake Crampton, CEO, discusses how leveraging intra-company logistics delivers better results for complex healthcare organizations. Systemness is something that many strive to achieve but is not easy. To learn more about Jake’s Modern Healthcare interview on exactly what intra-company logistics is all about, click here.
On April 11th, 2018, Jake Crampton, CEO, spoke at the Becker’s Hospital Review 9th Annual Meeting. He discussed how the barrier between competitors and collaborators is changing and what about the market influences MedSpeed most. Click here to read more on Becker’s Hospital Review.
Sure, marketing is about selling your product or service to attract new customers, but it should be more than that. It should be about listening to all of your stakeholders, including employees, meeting their needs and developing innovative ways to create a win-win situation.
This kind of internal approach to population health seems like a gimme, but those of us who have had some pretty terrible hospital food in the past know that it’s not. Hospitals are recognizing the growing demand for a more diversified dining experience and meeting the meal preferences for patients and employees, whether gluten-free, kosher, vegetarian or vegan is important.
This isn’t a marketing gimmick. Instead, this movement is a way for organizations to genuinely improve the health of their employees, patients and communities. By innovating and offering a wider variety of healthier choices, everyone is not only healthier, they’re happier.
We also discussed the importance of forming strategic partnerships with our customers, which means we’re on the same side of the table, looking at shared common goals. It has to be that way if we’re all going to succeed. By helping healthcare organizations constructively evolve, we can help them deliver superior healthcare.
I did talk a bit about what may feel distant today, but what intra-company logistics could help accomplish by 2025. We’ll have to wait seven years to see how accurate I am about that.
In the meantime, I invite you to listen to the full podcast here.
Every summer, our company is infused with the fresh perspective and innovative ideas of our interns. MedSpeed’s intern program is a significant source of talent for early career positions and leadership development. In fact, last summer we had an intern who we hired as a supervisor who has now moved into implementation, and this year we offered a full-time position to one intern upon graduation.
Internship programs are a great (two-way) learning experience and our human resources team partners closely with intern program leaders to ensure that our interns are given meaningful assignments and a rich experience. We want to drive greater engagement and attract and retain the next generation of MedSpeeders.
Thanks to our 2018 interns for their hard work, commitment and enthusiasm. We hope that you found this experience rewarding, both personally and professionally, and thank you for sharing your summer with us.
If you, or someone you know, is interested in exploring careers or internships with MedSpeed, please reach out to our HR team at [email protected] for more information. We can’t wait to meet the Class of 2019!
As the role of CFO overlaps more and more with that of the COO, one CFO commented, “I think that the two roles definitely should be … joined at the hip. … It just makes for a much stronger approach to the type of problem solving that we’ll need to have in the future.”
Increased financial pressures are forcing healthcare organizations to consider cost-cutting initiatives in areas of operations that are often outside the purview of the CFO, including labor management and supply chain. The result is a far more collaborative relationship between CFO and COO.
The eBook points out that hospitals that have CFOs and COOs working closely tend to have a more cohesive culture, but these relationships need to place an emphasis on the real-time exchange of financial and operations data between leaders instead of retroactively assessing data at the end of every month. In other words: work together; collaborate; because there’s no room for Monday morning quarterbacking in healthcare.
One of the CFOs discussed the importance of creating partnerships and collaborating in ways that are transparent. “We can’t be hospital-centric anymore,” she said. “We’ve really got to be able to look at the entire delivery system and invest in the right places.”
And then (in my opinion), she really gets to the heart of the matter.
“You need to draw the line and understand what you’re good at, what your core competency is and then look for partnerships where they can help you shore up your strategic initiatives. Don’t try to be all things to all people … look for partners that can help you be successful in [your] core competencies or engage in a new strategy in an area where [they’re] strong … all of that is going to be absolutely critical to the future financial sustainability of an organization.”
Collaboration has to happen inside and outside of the hospital walls. If we’re going to succeed at delivering better care at lower costs, it’s going to take everyone working together to make it happen.
That aside, our growth has only been possible due to the invaluable contributions of our customers and our incredible team of MedSpeeders. MedSpeeders care deeply about our customers and understand how important our work is because there is a patient involved in everything we touch and move in our 100+ hubs.
We are certainly humbled to receive this recognition. But more so, motivated to keep working harder to make healthcare better for our communities.
And that’s the rub. The primary goal of a healthcare organization is to provide excellent care to its patients. There are any number of jobs that go into that, but when organizations like Dartmouth-Hitchcock are having difficulty filling clinical positions—and they are far from alone—should other positions be outsourced instead?
I’ve written pretty extensively about the benefits of outsourcing, and of course, our company is founded on that principle. Today, when so many hospitals are struggling to fill their clinical positions, it makes sense for them to turn to outsourcing to alleviate labor pressures.
We think it is always a good argument to do outsourcing in the right, customer-centric way. It alleviates labor pressures while taking care of employees and allowing the team to focus on what they do best.
Jake Crampton, our CEO, sat down with David Johnson, of 4sight Health to talk about MedSpeed’s journey over the past 18+ years. Click here to listen to the podcast.
While there are many factors that play into someone’s decision to stay at or leave a company, culture is a key influencer.
In one of Vitasek’s most recent articles, “The art of getting to ‘we’ in negotiations,” she discusses the importance of moving from the old-school “what’s in it for me” (WIIFME) approach to the partnership mode of “what’s-in-it-for we” (WIIFWE). WIIFWE changes the focus of a partnership from a deal to a relationship. (more…)