PRODUCTS & SERVICES
“Besides being used by Davey Martinez when the Washington Nationals won the 2019 World Series, this quote has been cited many times in 2020. Of the many learnings in these unprecedented times has been the need, or should I say the obvious conclusion, that the closer value analysis and supply chain are to a seat at the table with key organizational leaders the more well-informed and bespoke the outcomes will be. “Value Analysis should be no further than three levels from their
organization’s chief executive. Reporting within a department who reports through two to three other departments may fi lter out and dilute key messages, adding delayed time to execute decisions that may mean the difference between saving lives, understanding what is available to change the course of action and advising on processes or practices that might be able to be performed now while waiting for more ideal conditions. “The notion of where value analysis should sit in the line of
reporting really can be addressed by looking back to the value analysis maturity curve. (See Figure 2.) Organizations that have embraced value analysis processes do best through an executive steering or leadership advisor committee-level 4-5. Value analysis has specifi c processes, timelines and means to deliver the clinical- based evidence, quality outcomes and fi nancial impact reports to drive organizational decision making to reach their full value potential.
“Based on personal experience, about fi ve-to-seven times ad- ditional value was derived through a leadership-driven structure than through a middle management organic process. That same experience was enhanced through the establishment of a separate value analysis department that reported to the Chief Financial Of- fi cer. People often see these approaches as the diffi cult roads and take the directions of their cultural GPS too literally and stray from their goal. Others know that the rest of the quote is, ‘the best is yet to come.’”
Robert T. Yokl, Founder & CEO, SVAH Solutions “Based on the classic value analysis model developed at General Electric in the 1940s, value analysis is an extension of procurement; thereby, [it] falls under the responsibility of Supply Chain Manage- ment. Interesting enough, it is observation that 97 percent of healthcare organizations have followed the same trend.”
Deborah Roy, Principal, Vizient “Creating balance across all clinical areas involves a high degree of input from the physician population. As value analysis grows in organizations, it should migrate to a more strategic clinically integrated department with a focus that includes quality along with associated pricing. Having value analysis sit under the Chief Medical Offi cer allows that visibility. Under the leadership of a CMO, opportunities arise to consider value-based purchasing and key performance indicators (KPIs) — strategic imperatives in organiza- tions focusing on HCAHPS [CMS’ Hospital Consumer Assessment of Healthcare Providers and Systems], HACs [CMS’ Hospital-Acquired Conditions], safety, etc. — and to provide a more valuable view of total cost of care. As we work through the pandemic, organizations are challenged to fi nd a more robust and effi cient method of clinical decision making and are better able to do so with guidance at the CMO level. Under this direction, investment strategies for providers can be optimized as focus moves towards the delivery of services at home and other ambulatory opportunities.”
First of four:
Disinfecting Your Facility - Tools of the Trade
March 16, 2021
Join HPN Editor Rick Dana Barlow as he discusses the ins and outs of Surface Decontamination and the latest Disinfection tools.
Industry leaders will be invited to weigh in on all aspects of this important topic.
Coming soon!
Watch your inbox for registration instructions.
HPN Virtual Forum
Registered participants will be able to watch live and/or on demand.
hpnonline.com • HEALTHCARE PURCHASING NEWS • February 2021 59
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70
