SOURCING & LOGISTICS
Hyde Park Procedural Inventory Planner Team with leadership
The Process Transformation (PT) team primarily serves as internal consultants that bridge Supply Chain and Support Services, according to Bob Boyden, director, Supply Chain Operations & Transformation. PT team members function as liaisons between different teams, such as clinical and facil- ities, and lead cross-functional initiatives as project managers to carry out service line initiatives, such as a laboratory supply chain transformation that includes prod- uct and equipment sourcing, designing product flow, and building the supply space, he adds. One of the hallmarks of UCM’s Supply Chain team process incorporates its Managing for Daily Improvement (MDI) infrastructure that started at the hospital and extended throughout the organization. “The MDI process is foundational for the entire UCM organization,” Ilchev said. “Structure and process initially was driven by the Operational Excellence department; however, development of metrics, utili- zation, and sustainment is managed at a departmental level. For Supply Chain, MDI is part of daily operations, and we have not only sustained but also improved the process over time. As we continue to grow, the process has been replicated at each new site/group. The real challenge is recruiting, developing, and retaining the right people that could understand and embrace the way of work, and implement all Supply Chain processes effectively.”
MDI serves to identify trends and implement countermeasures through
communication, accountability, and continuous performance improvement covering such issues as daily readiness, real-time management, performance man- agement, and long-term improvement, according to Tritch. Eight areas conduct daily huddles that share insights during Tritch’s weekly management huddles. They include Business Process, Strategic Sourcing and Operations Management, which encompasses the OR Team, Process Transformation, Stat Store, Dock A Receiving, and Dock B Receiving. “MDI is a methodology we employ across UChicago Medicine to align our teams around daily execution of key objectives,” Tritch indicated. “It starts at the front-line shift daily huddles and rolls up to manager level and ultimately the VP board. It is a way that we ensure alignment across the organization around organizational pri- orities and escalate problems and barriers at the front lines that can’t be addressed to higher levels until we can find a reso- lution. The frequency is a set cadence, but the metrics evolve based on need. If things are stable and meeting targets, then we look to new areas where there is room for improvement.” As UCM continues to grow, Tritch’s
team strives to incorporate new facilities into the mix.
“The non-acute space initially was developed as a separate division outside of Operations, which led to certain dif- ferences in process execution,” said Ron Fanning, director, Supply Chain Operations
& Logistics, Ingalls/Ambulatory. “Since then, we have been working toward cre- ating ‘One Supply Chain’ – physical loca- tions, processes, and system are standard and provide seamless experience for the clinicians regardless of their location. The method of interaction is based on the size and type of facility – full-time presence ver- sus on-demand versus self-managed, while still following Supply Chain-established processes and standards. “All areas, acute or non-acute, are fol- lowing the same method of measuring performance – through KPIs that are standard for all areas, specific to service satisfaction and product availability,” Fanning added.
This process also helps build trust with cli- nicians, according to Gabe Toledo, manager, Supply Chain Operations, Ambulatory. “Clinicians are involved in the initial phase of on-boarding new ambulatory sites,” Toledo said. “Based on size and scope, their involvement later in the process could be very limited, based on fully Supply Chain-managed sites to self-managed with minimal Supply Chain support.”
Getting ahead of costs To manage expenses, an organization must follow the money applied to procedures and processes. But managing expenses, as well as crises, hinges on timing. Within the last decade, UCM’s Supply Chain not only raced against time to reduce non-la- bor expense savings in drugs, services, and supplies, but did it without any
Hyde Park OR Stock Clerk Team celebrating a team birthday
hpnonline.com • HEALTHCARE PURCHASING NEWS • August 2023 11
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
