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There are a variety of ways improving efficiency can help improve business performance at your facility, whether the desired result is cost savings, better time management, process alignment or all of these.Contact Us
Learn how an experienced strategic partner can help health systems create – and navigate – an effective non-acute strategy in ten key areas, from operations and analytics to standardization and post-acute care.
Meridian Health Resources, a significantly growing health system in New Jersey, needed to streamline its core accounting processes and eliminate inefficiencies while continuing to grow and provide quality care to patients.
In order to maintain healthy operating margins, Einstein Healthcare Network needed to transition from manual to automated business processes, address their repetitive supply chain functions and reduce their supply costs.
Do you spend hours every week managing the intraocular lens (IOL) inventory at your eye center? Anna Conley, Ambulatory Surgery Center Purchasing Agent at Cincinnati Eye Institute, and Olivia Uptergrove, Clinical Director of the Eye Surgery Center of North Dallas, discuss how McKesson Implant Manager helped automate IOL processes at their respective facilities.
In this case study, learn how Downriver Medical Associates improved efficiency with an on-site clinical laboratory at a new facility, with the aid of MedSol Laboratory Consulting. Downriver Medical Associates is a comprehensive healthcare provider based in Wyandotte, Michigan, specializing in internal medicine and family practice.
Collaboration between infection preventionists and supply chain professionals has always been a critical component of preventing HAIs, with both teams working together to acquire the supplies their healthcare facilities need to protect patients and clinicians from dangerous pathogens. In the coming months, it will be more important than ever for these two teams to work together on infection prevention strategies throughout the continuum of care.
Since the onset of COVID-19, healthcare supply chain leaders have been hit with demands, questions and frustrations they have not experienced before. Because the diagnosis and treatment of COVID-19 patients can occur anywhere in the healthcare continuum, they are being asked to offer their advice and assistance in areas outside of their usual scope of responsibility.
In many respects, the non-acute world is different than the acute-care environment in which most supply chain executives built their careers. But it turns out that the tools those executives perfected in the hospital are similar to those they will need to service non-acute sites. When it comes to navigating the non-acute supply chain, the same rule applies as in the hospital setting: listen to your clinicians.
Faced with the challenge of managing supply chain for two acute-care medical centers, 35 non-acute-care physician offices and several urgent care facilities, Stephanie Hunt, director of materials management for Lake Health, explored how centralizing purchasing medical-surgical supplies and pharmaceuticals could help create efficiencies across these multiple sites.
Healthcare’s C-level leaders are under immense pressure to improve operational efficiency and maintain their organizations’ bottom lines amid some challenging industry dynamics, including regulatory uncertainty, declining reimbursement and rising expenses. At the same time, financial incentives to keep patients out of the hospital and healthcare consumers’ increasing demand for convenience are pushing more care toward lower cost, non-acute environments, such as physician’s offices and urgent care centers.
At this year’s AHRMM19, McKesson hosted a Supply Chain Leadership Form where 23 industry leaders discussed the challenges and opportunities of the non-acute supply chain. Attendees and panelists acknowledged the complexity and fragmentation of the non-acute continuum, and that in order to take control they must share best practices and learn from one another.
As health systems grow, the likelihood of obtaining non-acute-care sites also grows. For supply chain executives, who likely learned their craft in the acute care environment, these non-acute sites of care can represent new challenges. Supply chain leaders for Einstein Health Network discuss the benefits of automation in tackling these challenges.
Healthcare is changing, and supply chain’s role is changing along with it. During AHRMM 18, McKesson hosted the Supply Chain Leadership Forum during which supply chain leaders discussed four factors for supply chain success throughout the care continuum.
From ineffective inventory management to lack of standardization, health system organizations face many challenges in managing their supply chains. However, by ironing out some of these supply chain management challenges, hospitals, health systems and other providers can become more efficient and free up cash flow. Here are three ways to help build a top-performing supply chain.
As the aging population grows, extended care will become an increasing focus for many health systems due to the Baby Boomer generation’s preference for care in the home. Learn a few key areas of focus to help organize your supply chain for home care, including patient home delivery, patient-specific bulk ordering and clinician trunk bins.
As healthcare continues to experience a seismic shift from inpatient to outpatient care, health systems are investing heavily in acquiring ambulatory surgery centers (ASCs) or building new centers from the ground up, requiring health systems to reevaluate their ASC strategy. With this growth comes increased competition, and health systems are re-engineering their ambulatory strategy to ensure success in this market.
Efficiency is crucial when it comes to operating a successful ambulatory surgery center (ASC). Delays in workflow can harm the bottom line and increase staff frustration, even impacting your ability to compete effectively. We talked to experts at Becker’s Annual Spine & Ortho Conference and got these three tips to help maximize efficiency in ASCs.
As your health system integrates to a value-based approach, laboratory testing can play an important role, an efficiently-run laboratory care management program in each of your facilities can help improve patient outcomes. It can be a challenge, however, to identify lab needs at the various points of care.
Carolyn Blair, a 40-year lab veteran, and Charles Powell, M.D., who has been practicing medicine for 19 years, each recount how they worked with their medical supply distributors while tackling the challenges of the health system outpatient lab, including staffing and expansion. Also, Lynn Glass, Vice President of Strategic Accounts for McKesson Medical-Surgical offers her own insights on the connection between outpatient lab testing and the supply chain.
Patients are looking for radical convenience. How will health systems reinvent the continuum of care to meet patients’ changing preferences? Advisory Board recently interviewed ninety C-suite leaders from hospitals and health systems about their top five concerns.
As the industry shifts from inpatient to outpatient care amid the transition from volume to value, health system executives are challenged to ensure patients receive care in the appropriate setting, while simultaneously working to improve the quality of services offered. Developing a strong ambulatory strategy is one way provider organizations can move closer to reaching these key objectives.
Improving efficiency can be a key component of preventing physician and staff burnout. Learn more about the impact of physician and staff burnout, and how tackling inefficiency can help prevent this issue so you can find opportunities at your facility to address your staff’s top areas of frustration to help keep them happier and more engaged.