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Grasping Supply Chain Concepts in Endoscopy – A Three Tiered Approach to Inventory Management Transformation. Jamie Liebler. SpaceTRAX Pre-Sales Engineer. What keeps you awake when you think about supplies?. What do I have? What does it cost? When does it expire? What am I using? - PowerPoint PPT Presentation

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  • Grasping Supply Chain Concepts in Endoscopy A Three Tiered Approach to Inventory Management Transformation

    Jamie LieblerSpaceTRAX Pre-Sales Engineer

    *Confidential. Copyright Stanley Healthcare 2013.

    What keeps you awake when you think about supplies? What do I have?What does it cost?When does it expire?What am I using?Am I on budget?Why dont I have any space?

    *Confidential. Copyright Stanley Healthcare 2013.

    Audience QuestionsHow many departments have been asked to reduce their spend in 2014?How many departments already have some type of inventory solution?How many departments have the supply chain folks managing their inventory?How many departments have had to reschedule a procedure due to a missing item?

    *Confidential. Copyright Stanley Healthcare 2013.

    ObjectivesWhat is lean process improvement and how does it helpUnderstand the different technologies available for supply chain management in your departmentKnow how to choose a software that works for GI labsOpen discussion about your challenges

    *Confidential. Copyright Stanley Healthcare 2013.

    Agenda- Supply Chain from 10,000 feetProcessTechnologySoftwareQ & A

    *Confidential. Copyright Stanley Healthcare 2013.

    What is a lean process?Where to get started??

    *Confidential. Copyright Stanley Healthcare 2013.

    The Lean Tool BoxObservationInvolve the people affected by the workDirect observation of the process chosen for improvement (no assumptions)Value Stream MapsGraphically shows the work flow and wastes in the processCurrent State VSM defines the issuesFuture State VSM gives a foundation for implementation plan5SSort, Shine, Straighten, Standardize and Sustain

    *Confidential. Copyright Stanley Healthcare 2013.

    Observation

    *Confidential. Copyright Stanley Healthcare 2013.

    Observation- See the processChoose the activity/process that you want to understandIntroduce yourself to the person/persons that you want to observe and explain you are watching the process, not the personUse either the observation sheet or something similar to document your observation. Sketch and document either travel or time depending on what you are observingMake notes of any waste- opening drawers, walking around something, needing to move to different locations in same roomObserve each activity for 20-60 minutesValidate the observations with the people performing the work

    *Confidential. Copyright Stanley Healthcare 2013.

    Ask some questionsHow does the person doing the activity know what to do?Does the current system provide clear signals for prompting the activity?Could a temporary worker be able to come in and understand the activity?What are the opportunities to reduce waste?Do different people do the activity differently?

    *Confidential. Copyright Stanley Healthcare 2013.

    Look for Waste in the ProcessTransportation- Poor layouts causing employees to walk long distancesInventory- excess inventory and/or expired productMotion- Walking to different departments or for suppliesPeople- Employees not feeling engaged or included in the process. Not asking employees for ideasWaiting- Patients waiting or employees waiting for work (on-call/low census)Overproduction- Doing unnecessary testing or repeating stepsOverprocessing- Putting information into a system that isnt usedDefects- Missing supplies and wrong medications

    We let Tim P Wood help to explain the 8 waste that you want to look for in the hospital setting. The examples are:

    *Confidential. Copyright Stanley Healthcare 2013.

    Value Stream MappingProvides an objective look at how the work flowsSeeing the work flow allows us to clearly define the time taken for each step and allows us to identify wasteSwimlane diagrams allow you to combine if you will the work flow that happens in parallel and/or at other times so that you can remove the silos across the enterpriseCant be completed without direct observationOne person should complete but validate with the group and/or individuals performing the workAlways do in pencil so you can easily make changesApply this to your current supply chain. Gain an understanding of who does what in each step? Look for the delays

    *Confidential. Copyright Stanley Healthcare 2013.

    Current Value Stream Map ExampleDraw out the process with sticky notes or on a white board. Think about anything that creates delay in process or is a wasted step/process. Identify those with the storm clouds.

    *Confidential. Copyright Stanley Healthcare 2013.

    Future Value Stream Map ExampleIn the Future State, address the storm clouds and improve the process. Once you have the ideal future state, create an implementation plan to make it happen!

    *Confidential. Copyright Stanley Healthcare 2013.

    How does this help the process?You involve the people who actually do the workIdentify waste in the process Enhance the value added activities Staff adoption is better because the process is enhanced and logicalOpportunity to involve the staff on the front line

    *Confidential. Copyright Stanley Healthcare 2013.

    5S- Organize your supply/equipment areasSort-Sort through the items being used in the room. Identify items that are needed daily, weekly or rarely. If they are daily, see if you can reorganize your procedure room and have those located where they are used. If they are rarely used have them in the back but clearly labeled. Straighten-Have all your supplies organized and clearly labeled. Have a similar containers for each product. All procedure rooms should be setup as close to the others as possibleShine-Clean up the supply room. Remove anything that isnt needed, is broken or outdated.Standardize-Be consistent in the labeling and location. Put like items together and have a process for restocking for procedure rooms. Sustain-Checklist to ensure that steps are being followed and you should check the supply or equipment room monthly to ensure that it is in top condition!

    *Confidential. Copyright Stanley Healthcare 2013.

    Exercise- What do you see wrong? Different containers for all items

    Like items apart from each other

    Items falling off shelf

    Empty packages

    Nothing labeled

    *Confidential. Copyright Stanley Healthcare 2013.

    After 5S ProjectEverything labeled and organized

    Bulk items in the back of room

    Like items together

    Similar bins

    *Confidential. Copyright Stanley Healthcare 2013.

    Measure your SuccessBe sure to keep track of your successes!What have you changes?Feedback from staff and physiciansPut up a board that celebrates goals and projects

    *Confidential. Copyright Stanley Healthcare 2013.

    Supply Chain from 10,000 FeetProcessTechnologySoftwareQ & A

    *Confidential. Copyright Stanley Healthcare 2013.

    Technology in Supply ChainAutomated cabinetsRFID Barcoding

    *Confidential. Copyright Stanley Healthcare 2013.

    Automated CabinetsCan be very expensive and require IT resourcesCan easily be linked to the ordering system of the hospital but compliancy is extremely importantGenerally the department cant adjust par levels on their own, it is based on usage and supply chain department policyRequires input from the clinician prior to opening the cabinet

    *Confidential. Copyright Stanley Healthcare 2013.

    RFID- Cabinets and CartsVery good technology for expensive itemsTag is required to be added to products that are tracked in the cart or cabinetAdditional work flow may be too much for lower dollar itemsIT support needed for network drops and server setupSome vendors only offer RFID and not a barcoding option. Both are really necessary for supply chain especially in a GI department

    *Confidential. Copyright Stanley Healthcare 2013.

    Barcoding- the simple and fast way!Most packages come with a barcode from the manufacturerPrimarySecondaryConcatenatedUtilize the barcode to input information into an inventory management system that has a global database of productsCollects the expiration date and lot information of the product being addedEnter the items when they are received to department and scan them out to a case when they are usedEstablish par levels based on usage instead of fear of not havingWeb-based options are easy to implement and require limited IT resources

    *Confidential. Copyright Stanley Healthcare 2013.

    Whats new in SpaceTrax Point of Use 2.4.6?ProcessTechnologySoftwareQ & A

    *Confidential. Copyright Stanley Healthcare 2013.

    How does software help a GI department?Provides a method of capturing barcodes when adding or using the product in a caseSome software have a global database of items which means you dont have to setup an item masterDictation software doesnt have allow for par level setup but works well along side an inventory management systemReporting on what you have used vs what you have purchasedAutonomy in the supply chain process rather than having to use what is used in the rest of the hospital that may not work as well in the GI department

    *Confidential. Copyright Stanley Healthcare 2013.

    What to consider when looking at softwareHow easy is it to implement?What problem are you trying to solve?Do you need your IT people for the project to happen?What is the total cost of ownership?How easy will it be for my clinical staff to use?Are other GI Departments using a similar software?Does it offer a global database of products?

    *Confidential. Copyright Stanley Healthcare 2013.

    Next stepsRead Lean Hospitals by Mark GrabanResearch if your facility has a Lean Six Sigma Black Belt or process improvement groupCreate a task force in your department (include Physician Champion if possible)Complete a value stream map of your current supply chain processDo 5S project in your supply areasInvestigate companies with inventory management system that