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December 12, 2008
"As you look at the next 25 years in the U.S., healthcare is going to be a growing and dominant part of that economy. I think it is very fortunate that Nashville has this reputation as being the Silicon Valley of healthcare."
December 12, 2008
Hospitals that outsource patient care services are outsourcing more of them, and they're increasingly seeing to it that their vendors share both the risks and rewards. These are the top findings from a survey of 285 hospital executives that explores their use of outsourcing for patient services and information technology (IT). Some survey respondents, such as Nebraska Medical Center in Omaha and Presbyterian Intercommunity Hospital in Whittier, CA, are willing to outsource a variety of services other than direct patient care. Others, such as Palmetto Health Baptist in Easley, SC, use outsourcing to get expensive clinical services that they don't need all the time.
September 8, 2008
When University Health Systems of Eastern Carolina (UHSEC) decided in 2006 to revamp how it handles purchasing and contracts, its goal was to squeeze $15 million in savings out of its supply chain by 2012. Preston Comeaux, vice president of financial support services and supply chain management, knew the savings were there. He'd created an in-house team of five managers who were new to these particular organizational roles but were experts in supply chain matters. So far, so good. Now it was time to look for some outside help.
June 10, 2008
In his timeless and ultrapopular self-improvement book, The 7 Habits of Highly Effective People, Stephen Covey likens the principle of effectiveness to Aesop's fable about the goose that laid the golden eggs. As we all know, the story concerns a farmer whose goose begins laying one golden egg each day. The eggs provide the farmer with unimaginable wealth, but his greed becomes insatiable. Seeking instant gratification, he kills his goose so as to have all the golden eggs at once. After opening the goose and finding none, the farmer realizes that has destroyed the very source of his prosperity.
June 2, 2008
An exam-room glove may seem like a simple commodity—the kind of thing that's safe to buy based on price alone—to someone who doesn't have to use them every day. But it's not always about price, says Robert Beyer, vice president of supply chain management for Hospital Sisters Health System in Springfield, IL., which owns and operates 13 hospitals in Illinois and Wisconsin. "If you buy the wrong gloves, you might have a utilization problem because people use up too many, as opposed to using the right glove that's been through a clinical selection process," he says.
March 4, 2008
No one will dispute that reducing hospital supply costs-as long as the quality of the supplies stays the same-is a good thing. Any gains drop straight to the bottom line. But switching group purchasing organizations to get better prices may seem daunting: disrupting relationships between hospital personnel and vendors, introducing alternative products, trying to get physicians and employees to accept change.