OR Manager April 2022 - 19

OR Business
ments are encountering
nation-wide supply
shortages for basic
items that enable them
to process and sterilize
trays for surgical
and procedural cases.
These shortages then
lead to unexpected
case-delays.
sharing a lot of product, moving them
across different sister facility members,
to make sure everybody has what they
need when they need it. "
Kristin Varnes,
MSN, BSN,
CNOR
" We need to rethink how we support
surgical procedures by coming up with
creative methods to support cases in
ways that do not compromise patient
care, " Varnes says. " By partnering with
physicians, administrators, department
leadership, and staff, we can forecast
any potential impact and devise a plan
for minimal surgical case disruption. "
In addition, Varnes says that perioperative
leaders need to have an ongoing
conversation with supply chain players
to ensure systems are in place that
identify supply trends and have ongoing
supply surveillance, consistent communication,
and a response plan for mitigating
potential issues.
Work with vendors to anticipate
backorders
Vicki Montei, BSN, RN,
MMHC, CNOR, system
director of surgical services
at MyMichigan
Health, Midland, Michigan,
works closely with
her team and vendors
to identify items that will
soon be on backorder
and find alternatives for
Vicki Montei,
BSN, RN,
MMHC, CNOR
them. This is only possible with tight
and consistent collaboration between
vendors and their representatives; the
clinical team; value analysis; the purchasing
department; and supply chain
personnel.
" Most of us have responsibilities
across the system to make sure that
we don't have any care variation for our
patients based on some of these backorders, "
Montei says. " We've also been
www.ormanager.com
For staffing, Montei says they have
been perfecting a process of sharing
staff across their system.
" For example, one of our health system
members has a lower volume right
now, so we are sharing staff in that
area to facilities that are a little bit busier,
making sure that those patients get
cared for, and the staff continues to
get their hours, " Montei says. " We've
created incentives for pick-up. They've
created good systems for rotating mandatory
overtime to keep it safe and not
inequitable by any means. And the staff
being a part of that process from the
ground-up has been pivotal. "
Dan Burr, MSN,
BSN, RN, CMSRN, supply
chain and materials
management director at
MyMichigan Health, took
this role six months
ago. His background is
unique in that he was
an OR nurse, then nurse
manager for many years
so no action was needed to stay ahead
of the curve.
" That same approach today will result
in departments being left shorthanded
and needing to come up with
workarounds just to provide basic care
to patients, " Burr said. " We've had to
scrutinize those items that are going
short-stock or out of stock, identify
where we place our resources, and find
substitutions for the system. "
Another strategy that Burr says has
been helpful is instituting virtual team
huddles. Huddles increase staff feedback
and communication and help improve
management of clinical cases.
Staff began attending these operationally
critical huddles because information
about product availability and sources
of information on potential suppliers
was required at a quicker pace than
usual.
Dan Burr,
MSN, BSN,
RN, CMSRN
before moving into the business side of
healthcare, allowing him to connect with
surgical services in a new capacity.
" It's more important than ever to be
extremely agile and listen to the internal
customers within our health systems,
and try to meet their needs and understand
where they sit, " Burr says.
" Anything that can work in the state of
supply chain disruption is going to work
in basically any scenario. So, I'm taking
advantage of the opportunity we have
in front of us to fortify our practices and
come up with processes that will work
in really any circumstance. "
Before the pandemic hit, typical supply
chain practices allowed the market
to recover at times. If there was disruption
to a product, it would last 1 to 3
days. Items would come back in stock
before departments went down to zero,
" We have a system-wide virtual huddle
three times a week, for 15 minutes, "
Burr says. " We take notes, then
we send out an Excel sheet to everyone
on the call so they all have access to
the same information. " ORM
-Carisa Brewster is the
staff writer at Whitman
Partners, which specializes
in recruiting surgical
services directors. She has
over 15 years of experience
as a news reporter covering science,
medicine, and healthcare.
References
Kay G. Why the supply chain is in
crisis, spurring an 'everything shortage.'
Business Insider. October 21,
2021.
Muoio D. Hospital leaders agree
COVID revealed 'significant' supply
chain issues. Fierce Healthcare. November
4, 2021.
Wood E. Total joint cases on firm footing
after OR team huddles. OR Manager.
February 22, 2018.
OR Manager | April 2022
19
https://www.businessinsider.com/why-store-shelves-are-empty-supply-chain-crisis-shortages-2021-10 https://www.fiercehealthcare.com/hospitals/hospital-leaders-agree-covid-revealed-significant-supply-chain-issues-less-than-half-say https://www.ormanager.com/total-joint-cases-firm-footing-team-huddles/ http://www.ormanager.com

OR Manager April 2022

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