PRODUCT & SERVICE LINE REPORTS
begin recognizing the value the scheduling system can create.
2.Ease of use is also important. The Scheduling System should be easy to access and easy to utilize by all users…from the OR to the SPD to Supply Chain to suppliers and more.
3.Adaptability is also important. Looking at a scheduling system which cannot interface with the hospital’s legacy systems just creates one other system that has limited reach…and impact. The system should be able to communicate with all needed users from the OR, SPD, Suppliers and Supply Chain.
• Your in-house IT team will not be able to create an AI-powered, end-to-end digital solution that has been tested and scaled across 100+ health systems. Rosanne Zagone, Associate
AI-based tools from LeanTaaS optimize hospital operations and unlock capacity."
4.The system should be able to demonstrate measurable impact, otherwise, it is just a calendar. Metrics such as on-time deliveries, on-time case starts, volume/# of trays, contract compliance, etc. are critically important to the suc- cess of the system. Scheduling systems do a great job in creating efficiencies. However, the scheduling systems that are most unique and create the most value are the ones that not only drive efficiencies, but also have the ability to gener- ate measurable hard dollar savings.
5.The robustness of the system is also important. How far ahead can the SPD professionals assess inventory status for an upcoming case? Do the vendors have access to see their upcoming cases? Can the system handle all kinds of inven- tory (e.g., owned, consigned and loaners), etc.
6.And of course, price and value are critically important. When looking at value, consider the hospital should take some time to identify exactly what they hope to gain from the scheduling system. If the scheduling system of choice merely an electronic calendar that provides greater visibility/trans- parency, it will do very little in creating measurable value. From a pricing point of view, hospital should understand exactly how the scheduling system supplier is priced. Some scheduling systems reduce the charge to the hospital and will in turn, charge vendors to utilize their system. Others price relative to surgical case volume. The point is pricing such as that rarely creates a win-win for the hospital. Best to work with scheduling system suppliers who have very clear, easy-to-understand pricing, along with the benefits and dollar savings they will generate. Niloy Sanyal, Chief Marketing Officer, LeanTaaS: Look for tools and capabilities that drive prescriptive action and not those that just admire the problem. • Real ROI from past system-wide implemen- tations. LeanTaaS has executed OR schedul- ing optimization across 43 health systems and 2,400 ORs with a history of strong ROI execution. LeanTaaS differentiation also stems from a unique commercial offer of zero financial risk to our customers.
• A surgeon-centric solution is key to success. • Measure the right metric to make sure you are making the right impact. Example, collectible time is a better metric than block utilization.
now that your EHR is not designed for predictive decision support.
Principal, Clinical Operations and Quality Consulting, Vizient Inc.: A strong imple- mentation and training process provided by the supplier must be considered when
choosing a scheduling system. Although many companies say this is provided, what they provide is not always what is needed by the organization. Organizations should seek references and talk to colleagues who use the system. Organizations must consider the compatibility of any new system with existing systems that are going to remain in service. Ease of use for staff must be top of mind. You don’t want to bring in a system that will require more work! Although a new system will require more work upfront and during the initial learning curve, in the long run, the new system should help rather than hinder your staff. A key requirement, in addition to ease of usability, are the reporting capabilities of the system.
Unfortunately, there is no one perfect scheduling system on the market right now that also has all of the additional inter- facing programs needed EHR, billing, scheduling, materials. There are suppliers that can provide all the IT systems needed, but few healthcare systems can afford to convert all IT systems at the same time, both financially and resources required for such a conversion. So it is very important to define your organization’s needs, both short term and long term. Your organization may need a scheduling system that is usable across multiple locations, such as the [ambulatory surgery center] (ASC) and acute care operating rooms settings. But even if the organization doesn’t have an ASC today, there may be plans for one in the future, and organizations would want to be able to use their existing scheduling system once the ASC is built.
When it comes to evaluating scheduling systems, what’s the leading factor on the minds of the OR that should be kept in mind when sourcing prospects and why? RECHIN: The OR is highly interested in driving surgeon satisfaction, so a leading factor should be on-time case starts and ensuring the surgeon’s requested inventory is where it is supposed to be, on-time and ready-to-go. Another issue should be to consider the scheduling system supplier’s install base. SANYAL: Real ROI from system-wide implementations. LeanTaaS’ iQueue for Operating Rooms solution has con- sistently delivered $500K per OR per year across 43 health systems and over 2400 ORs. This is a result of 7% improve- ment in Staffed room utilization, 6% increase in case volumes and 5% increase in block utilization. Kelly Matwiejczyk, Senior Consulting Director, PPI
Advisory, Vizient Inc.: The OR must define its needs and what its top problems are. For example, an OR might be using a
42 January 2022 • HEALTHCARE PURCHASING NEWS •
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