Supply Chain World - Fall 2017 - 91

covenant healthcare healthcare

inventory; each time the button is pushed, Owens&Minor receives an order to restock that item based on
reorder points, Rossi says.

Investing in Lean
Covenant HealthCare regularly invests in its supply
chain staff and operations. Along with the leadership
team, the organization's supply chain staff includes an
Infor/Lawson application specialist, contract analyst,
contract administrators, inventory control technicians,
procurement specialists, accounts payable technicians
and materials resource utilization specialists. "In a service support department like supply chain, all these roles
require a daily demonstration of high-level customer
service skills in dealings with both our internal and external customers," Rossi says.
The supply chain team also includes a clinical quality
product value analysis administrator - a registered nurse
who serves as a liaison to the medical staff. "Supply
Chain is charged with driving costs out of the organization, so having a nurse on our team to help facilitate
collaboration is invaluable," Rossi says, noting the nurse
works with doctors as lead of the organization's value
analysis program.
Value stream mapping is one component of Covenant
HealthCare's lean management program. Rossi's staff to
date has conducted 13 improvement events that included
four days of direct interaction with different internal
customer groups within the hospital. A strategic plan addressing ways to manage costs and improve efficiencies
within each group was developed at the conclusion of
each event. The plans are then monitored via metrics and
daily/weekly staff huddles to ensure they are executed
effectively, Rossi notes.
A recent improvement event addressed the hospital's
physician recruitment and onboarding processes. "New
physicians may come on board and request a host of supplies we may not have, so we end up scrambling to bring
things in for them. They might depart after a few years,
effectively leaving us with an assortment of obsolete
supplies," Rossi says. "We are now engaged with physician relations and recruiting, and are working with those
teams to get early visibility when they are in discussion
with potential new physicians. We are also preemptively
meeting with onboarding physicians to discuss what we
have on hand, and ask if they have any special needs we
might need to address."

Meeting Expectations
Future initiatives for Covenant HealthCare include
analyzing the potential of placing supply chain and
other administrative and support functions in a new,
centralized location known as a Consolidated Service
Center (CSC).
Rossi says he is proud of the advancements the company has made in its supply chain operations. "We've increased in credibility with our medical staff and executive
teams because of our ability to provide thorough, dependable data when presenting opportunities to drive down
costs," Rossi says, noting the supply chain team's contract
analyst has provided the organization with reliable data
regarding its supply utilization and consumption.
"Our executive team's investment in our department
and supply chain ideology has positioned us very well; this
comes with a level of expectation that we will repay that
investment," he adds. "We are still a work in progress, but
have come a long way in meeting those expectations."

FALL 2017 Supply Chain World

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Table of Contents for the Digital Edition of Supply Chain World - Fall 2017

Contents
Supply Chain World - Fall 2017 - Cover1
Supply Chain World - Fall 2017 - Cover2
Supply Chain World - Fall 2017 - 1
Supply Chain World - Fall 2017 - Contents
Supply Chain World - Fall 2017 - 3
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