strategies for collaborative and effective blood product ... · – alicia prichard mt (ascp) sbb...
TRANSCRIPT
Strategies for Collaborative and
Effective Blood Product Inventory
Management
10/15/2018
Faculty Disclosures
The following faculty have no relevant financial relationships to
disclose:
– Karafa Badjie MS, MLS(ASCP)SBB
– Justin Kreuter MD
– Alicia Prichard MT (ASCP) SBB MBA
– Floyd Wilson
www.aabb.org 2
Learning Objectives
• Discuss the importance of blood center and hospital collaboration
• Discuss the importance of automation in inventory management
• Discuss inventory strategies at a major blood center; proper forecasting, par levels, monitoring utilization, age of products, movement (shipments vs returns)
• Discuss inventory strategies in times of blood managements at different hospitals: a) large private transplant center b) large county transplant and trauma center c) group of hospitals managed by a centralized team
www.aabb.org 3
Alicia Bellido Prichard, Sr. VP of Biologics – OneBlood, Inc.
Justin Kreuter, MD – Mayo Clinic
Floyd Wilson, Sr. Director of Biologics Distribution and Logistics – OneBlood, Inc.
October 2018
Strategies for Collaborative and Effective
Blood Product Inventory ManagementBCEC-156
www.aabb.org 2
Blood Donor Program:Collaboration with Larger Suppliers
Justin Kreuter, MD
Background• Hospital-based
• Rochester
Downtown
• St. Mary’s Hospital
• IBM
• Rural
• DMC
• Regional trauma
By the numbers…
Product Collected # units / year
Whole Blood 26,000
Double RBCs 2,000
Plasma 1,000
Apheresis Platelets 6,000
Granulocytes 10-30
Autotransfusion 7,000
Collaboration with ARC
Mayo ARC
Collaboration with ARC
Numbers
Mayo Inventory
Collaboration
Present to Division
Collaboration with ARC
Mayo
ARC
Collaboration
Mayo Leadership
Donor Components
ARC Leadership
Donor Components
Research/Clinical Interests
OneBlood
Process Improvements based on Collaboration
with Hospitals
www.aabb.org 15
OneBlood, Inc.
16
• A not-for-profit blood center
• Responsible for providing safe, available and affordable blood to more than 260 hospital partners and their patients
Product Manufactured # units/year
Red Cells 780,000
Apheresis Platelets 125,000
Platelet Pools 35,000
Cryo equivalent (singles and pools)
123,000
Plasmas, Transfusable 230,000
OneBlood Distribution Locations• Multiple biologic
sites and reference laboratories
• Multiple strategically located distribution sites
• Enables quick response to hospital needs
17
• Orlando• St. Petersburg • Pensacola • Tallahassee • Lake Park • Ft. Lauderdale• Hialeah • Jacksonville
OneBlood Customers
18
OneBlood’s Core Responsibility
• Blood Availability for all hospitals
– Have the product available when hospital orders
19
Hospital Reasons for Reliable Supply
www.aabb.org 20
21
Lifeline – The untold story of saving the
Pulse survivors
Response During Mass Casualty Events
• O Negative red blood cells and AB plasma
22
Safety StockPrioritization of Orders for
Trauma
BCP with a Mass
Casualty Response
OneBlood Distribution’s Response
23
Product Availability
• Calculate average usage for all of the products per hospital– Determine Par Level for each product
– Discuss the levels with the hospitals
– Set levels and add to the Inventory Management Application
• Calculate the minimum inventory for each Distribution Hub– Maintain the inventory level at each Hub
24
Importance of Par Level
www.aabb.org 25
Customer Service• All of us at the blood center must understand the
customer needs:– Urgency
– Make the process easy
– Notification if order is not fulfilled
– Have the answers ready for the customer
– And tell the truth
26
Managed mostly using the Supply Chain Automation Software application
Hurricane Michael BCP
www.aabb.org 27
Bay Medical Sacred Heart Medical Center
Main Highway to Pensacola blocked
www.aabb.org 28
Transport by Helicopter
www.aabb.org 29
SCAS Application for Order and Inventory
Management
• Ease of placing orders
• Menu for products to avoid errors
• Transparency of order status
30
Customer Service
• Measure Order Fulfillment per Hub and customer:– Percent Fill Rate
– Turn Around Time (TAT) for STAT orders
– Percent of STAT orders
– Complaints/Suggestions• Cases created in Customer Relations Management application
(CRM)
– Annual Customer Service Survey
31
Meeting with Hospitals
• Quarterly or more frequent if requested
• Meetings are informative
32
ONEBLOODUtilizationBenchmarking to similar hospitals Product ReturnsRecommendations for improvements (ie. standing orders, routes)Modify Par levels (depending on utilization, % returns, % STATs)Update on industry news
HOSPITALFeedbackUpdate on new servicesOpportunitiesRequests
Collaborative Approach
33
Concern
Opportunity
Process-automate
Document -Monitor
Sustain
Collaborative Improvements– Billing Portal
– Return/Transfer & Credit Process
– Service Orders – couriers, HLA products
– Logistics and OnFleet process
– One Inventory Transparency
– Reference Workups
– Specialty Products – liquid plasma, pedi-packs, HLA matched granulocytes
34
– Antigen negative units on stock for transplant patients
– Standing orders for rare units for Sickle Cell clinics
– Standing orders for AB plasma for Pediatric ABO Incompatible Transplant patients
– Transport of Stem Cell harvest from collection to processing lab (and vice versa)
Value Added Services
35
Billing
Hospitals are no longer waiting for billing documents
On-demand 24/7 with access to 12-months of billing history
Ability to export documents to a PDF or Excel via CSV file
Email alerts for EOM statement availability
Self-service account administration and maintenance
36
Returns and Tracking Credits
37
• Return/Transfer/ Credit Process
• Collaboration with Vendor to create or utilize already made
solutions
• Relate the opportunities
• Hospital returns products and requests credit using the blood
inventory software application
Return & Credit Feature• The process is semi-automated, giving the
supervisors and managers assistance by using the
Return rules of each contract
38
Return & Credit Feature
• Customer will be able to view all pending, approved,
and denied credits within Credits page, including the
comments for denied credits.
39
Service Order Feature• Request for specimen pickup is placed into application by hospital personnel
• Tracks specimens as it is picked up and arrives to reference lab by courier
• Reference Tech acknowledges and time stamps receipt of specimen
• Tech promotes status of order when the specimen is started to be processed
– Ability to add comments if there is a delay
• Tech promotes status of order when units are ready
• Dispatcher promotes status of order when units are being shipped and delivered
Customer has full visibility on specimen and on workups!
40
Importance of trackability of specimens
41
One-Inventory Visibility & Reporting
• Request for a report on discards– Monitor for improvements
• Added ability to see inventory amongst hospitals in one group – Used only for platelets
– Have more products than specified by par level
– Move products amongst hospitals
– Decrease discards and returns to OneBlood
42
www.aabb.org 43
www.aabb.org 44
0
20
40
60
80
100
120
140
160
180
2016/Q1 2016/Q2 2016/Q3 2016/Q4 2017/Q1 2017/Q2 2017/Q3 2017/Q4 2018/Q1 2018/Q2 2018/Q3
No Credit Request
denied
approved
CREDITS
Inventory Visibility - Benefits
• To Customer– Ability to see inventory of all the associated hospital sites
• Reduced outdates
• Fewer returns – while they transfer products among the associated hospitals
– Operational Visibility: return/transfer patterns, outdate statistics
• To OneBlood– Ability to use the products instead of wasting them
– Proactive resource sharing
– Inventory re-balancing among the hospitals in the group
45
Collaboration with HCA East – South Florida
46
Implementation of PRT Platelets
47
Antigen Negative Units for Transplant
Patients
48
Push our Frontiers in Collaboration
www.aabb.org 49
Logistics Module and OnLine Visibility
www.aabb.org 50
• Automated routes – by location to include hospitals, mobile units and fixed sites• Set up of routes-stops automatically and determination of best routes considering
traffic patterns• Minimize trips as we are more efficient in compiling all shipments into one trip• Added transparency to hospitals and distribution staff as of location of the courier and
products• Notify couriers online to make additional stops or change of priority for a hospital• Acquisition of the receiving tech signature, completing the delivery of the product
Summary
• Our focus and goal is to “serve the customer at the highest level”
• Core responsibility is having blood available when the customer requests it
• Further improvements work better with – Communication
– Open dialogue
– Transparency
– Trust
– Respect
51
Thank you!
Floyd Wilson
Sr. Director Distribution and Logistics
OneBlood
www.aabb.org 52
Alicia Bellido Prichard
Sr. VP Biologics and Supply Chain
OneBlood
• Welcome other collaborative opportunities
• Invite our hospital partners and ARC North Central
to come to the podium
• Questions
www.aabb.org 53