Lisa Ishii1, Renee Demski2, K H Ken Lee3, Zishan Mustafa2, Steve Frank4, Jean Paul Wolisnky5, David Cohen6, Jay Khanna6, Joshua Ammerman7, Harpal S Khanuja6, Anthony S Unger8, Lois Gould3, Patricia Ann Wachter3, Lauren Stearns9, Ronald Werthman10, Peter Pronovost3. 1. Department of Otolaryngology-Head & Neck Surgery, Johns Hopkins Medicine, United States; Clinical Integration, Office of Johns Hopkins Physicians, Johns Hopkins Medicine, United States; Clinical Best Practices, Johns Hopkins Medicine, United States. Electronic address: learnes2@jhmi.edu. 2. Johns Hopkins Health System, United States. 3. Armstrong Institute for Patient Safety and Quality, Johns Hopkins Medicine, United States. 4. Anesthesia & Critical Care Medicine, United States. 5. Department of Neurosurgery, Johns Hopkins School of Medicine, United States. 6. Department of Orthopedic Surgery, Johns Hopkins School of Medicine, United States. 7. Section of Neurosurgery, Sibley Memorial Hospital, United States. 8. Orthopedic Surgery, Sibley Memorial Hospital, United States. 9. Clinical Practice Association, Johns Hopkins School of Medicine, United States. 10. Johns Hopkins Medicine, United States.
Abstract
BACKGROUND: We hypothesized that integrating supply chain with clinical communities would allow for clinician-led supply cost reduction and improved value in an academic health system. METHODS: Three clinical communities (spine, joint, blood management) and one clinical community-like physician led team of surgeon stakeholders partnered with the supply chain team on specific supply cost initiatives. The teams reviewed their specific utilization and cost data, and the physicians led consensus-building conversations over a series of team meetings to agree to standard supply utilization. RESULTS: The spine and joint clinical communities each agreed upon a vendor capping model that led to cost savings of $3 million dollars and $1.5 million dollars respectively. The blood management decreased blood product utilization and achieved $1.2 million dollars savings. $5.6 million dollars in savings was achieved by a clinical community-like group of surgeon stakeholders through standardization of sutures and endomechanicals. CONCLUSIONS: Physician led clinical teams empowered to lead change achieved substantial supply chain cost savings in an academic health system. The model of combining clinical communities with supply chain offers hope for an effective, practical, and scalable approach to improving value and engaging physicians in other academic health systems. IMPLICATIONS: This clinician led model could benefit both private and academic health systems engaging in value optimization efforts. LEVEL OF EVIDENCE: N/A.
BACKGROUND: We hypothesized that integrating supply chain with clinical communities would allow for clinician-led supply cost reduction and improved value in an academic health system. METHODS: Three clinical communities (spine, joint, blood management) and one clinical community-like physician led team of surgeon stakeholders partnered with the supply chain team on specific supply cost initiatives. The teams reviewed their specific utilization and cost data, and the physicians led consensus-building conversations over a series of team meetings to agree to standard supply utilization. RESULTS: The spine and joint clinical communities each agreed upon a vendor capping model that led to cost savings of $3 million dollars and $1.5 million dollars respectively. The blood management decreased blood product utilization and achieved $1.2 million dollars savings. $5.6 million dollars in savings was achieved by a clinical community-like group of surgeon stakeholders through standardization of sutures and endomechanicals. CONCLUSIONS: Physician led clinical teams empowered to lead change achieved substantial supply chain cost savings in an academic health system. The model of combining clinical communities with supply chain offers hope for an effective, practical, and scalable approach to improving value and engaging physicians in other academic health systems. IMPLICATIONS: This clinician led model could benefit both private and academic health systems engaging in value optimization efforts. LEVEL OF EVIDENCE: N/A.
Authors: Beth Ann Friel; Ray Sieradzan; Chris Jones; Rachael A Katz; Cole M Smith; Alyssa Trenery; Julie Gee Journal: J Nurs Care Qual Date: 2022 Jan-Mar 01 Impact factor: 1.597