PRODUCTS & SERVICES


Analyzing value during a global pandemic COVID-19 response need not thwart progress but enhance it


by Rick Dana Barlow Photo credit: tadamichi | stock.adobe.com


the definition and parameters of value analysis. Short of universal acceptance and imple- mentation, value analysis seems to slide along a scale of convenience. Some consider value analysis to be a synonym for prod- uct evaluation, even though the former tends to be more strategic, less tactical and transactional than the latter. Further, value analysis concentrates more on people  patients, staff, etc.  through personal and professional relationships as ey to process improvement, whereas product evaluation focuses on technology and device use con- nected to costs and outcomes. nfortunately, delineation between the two can be mury. But not everyone thins so. For eample, umere subscribes to product evaluation as a function of the larger and more encom- passing value analysis process. roduct evaluation is a single compo-


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nent of alue nalysis, observed Suzanne Smith, N, Senior Solution dvisor  alue nalysis, umere, a H company. There were roduct valuation committees a long time ago that have since evolved


ust as the defi nition and parameters of value vary from person to person, organization to organization, so goes


into alue nalysis com- mittees, which are much broader and more stra- tegic in scope. Organiza- tions that narrowly defi ne alue nalysis as only product evaluation are typically very nascent in their maturity. Smith encourages alue nalysis teams


Suzanne Smith


to create a charter that defi nes product evaluation as a component  not the sole purpose of the function. This charter must then be broadly socialized within the organization to ensure uptae. If you want something to stic, you must preach it to anyone who will listen Smith contends its critical that the alue nalysis charter connects to an organiza- tions strategic goals  particularly now during the pandemic. hat many failed to recognize  until COID- brought perspective  is that the Supply Chain department is a strategic partner in helping organizations realize these goals, she noted. They have the data and insight to help connect the dots. Smiths colleague Dan Hermes, Senior


Solution dvisor at umere, views the connection and integration between the two


54 February 2021 • HEALTHCARE PURCHASING NEWS • hpnonline.com


functions as evolutionary. In healthcare, product evaluation began as an indepen- dent process that migrated to becoming a single input within alue nal- ysis, he indicates. The profession may


have started out by evalu- ating products, but its evolved into informing evidence-based decision maing thats integrated with clinical practice, Hermes said. Its about clearly communicating that alue nalysis goes above and beyond evaluating a products cost or effi cacy. To do this, you must have a champion thats willing and able to build a coalition of alue nalysis supporters across departments and service lines. This doesnt happen by osmosis. ou need to change the culture. on Denton  ssociates C COO


Dan Hermes


ngie Haggard advocates a holistic approach with value analysis that incor- porates a broad framewor with strategic direction reaching into the C-suite. (See Figure 1, page 52.) alue nalysis is the collaborative structure and


Angie Haggard Page 56


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