Putting the Value Back in Your Analysis ! Presented To Society for Arkansas Healthcare Purchasing and Materials Mana

1. Putting the Value Back in Your Analysis! Presented To Society for Arkansas Healthcare Purchasing and Materials Management Fall Conference October 18th, 2013

3. How Strong Is Your VA Process? How Healthy is Your VA Team? Teams Are People + People Become Sick= Teams Can Become Sick, Too

4. Treat A Sick Team Like A Patient Diagnose The Malady Run Tests/Collect Data Discuss Findings With The Patient Develop A RX Plan Monitor Progress Adjust The RX

5. Diagnosing Your VA Team Obvious Symptoms • Dwindling Attendance • One Service Line Is Managing The Agenda Primarily New Products Majority Are Cost Increases • Implementation Drags Forever More Subtle Symptoms • Lack Of Enthusiasm No Debate/Pushback/Disagreement

6. Determining The Underlying Cause Collect Data Survey Current Members Why Are They On The Team? What Do They Think The Team Needs? Go Back To The Beginning Is VA Training Required To Be On The Team? Is The VA Process Part Of New Employee Orientation? How Often Do Team Members Rotate? Who Is The Leader/Co-Chair/Facilitator? What Are The Team’s Motivations/Rewards?

7. Determining The Underlying Cause Testing/Data Collection • Look At Your Current Work What Are The Last Six Items On Your Agenda? How Many Are Cost Savings? How Many Came From Materials Or The Big Spenders? What Was The Average Value Of Initiatives? How Many Were MD Preference Items?

8. Discuss Your Findings What Needs Work? Team Structure Like interests/Cross-team/MD involvement Team Membership Be pickier Team Leadership Play to your strengths Administrative Involvement Non-negotiable Meeting Schedule/Agenda/Time Alternate Motivational Mechanisms Make it loud and public Generation Of New Ideas Pay for play

9. Outline Responsibilities Prioritize Your Plan Dollar/Resource Set Measurable, Specific Goals Where are you now? Assign Responsibility Champion=Ownership Set The Vision Create A Charter Develop Timelines Require Team Engagement

10. Develop A Treatment Plan It May Hurt Before It Is Better!! How Do I Know If My Team Has Reached the DNR Stage? It May Be Time To Pull The Plug!

11. Monitor Progress How to Tell If It Is Better? Better attendance Champions are better prepared Timelines don’t need to be extended Work is being done behind the scenes People are talking There is an abundance of ideas You have to create a parking lot Passion is on the rise

12. Measure Your Success Develop Metrics Get a good baseline Identify true item cost (minus rebates or special buys) Develop a way to adjust for change in census Set reasonable targets Calculate true savings $$$ eliminated does not always =$$$ saved

13. Realize Your Vision M

14. Putting the Value Back in Your Analysis! • Begin with the Patient • Establish Executive Support • Build your Team • Education • Include and involve the Physicians • Focus on Results • Celebrate and Publicize your Success

15. Find The Passion!

16. What Do Teams Want? S upport P roof I nvolvement C ommunication E ducation

17. Get The Facts! Find out what motivates your team Ask the right questions Listen to the answers Develop team specific motivators

18. Key Questions To Ask Your Team Describe a change you felt positive about and termed “successful.” What made you support this change? Describe a change that you felt negative about. What made you dissatisfied with the change? What factors in the change process contributed to your feelings? Were you involved in the decision making process in situation 1 or 2? What can this team do to make change more acceptable to others?

19. Factors Influencing Acceptance

20. What Team Members Want “Be present during the process-don’t ask staff to attend meetings if you don’t” “Ask us how it is going when you see us” “Don’t back down from the physicians when they are unhappy” “Empower employees and support their effort” “Connect the dots-let people understand why this is important” “Focus on how the employees will benefit from the change” “Give me answers to questions the patients will ask” “Threaten job security-tell the team it is products or people” “Create small incentives such as a cookie tray or small prize” “Pay us more if the facility saves the money” “Allow people to own the change” “Listen to me when I tell you why I am concerned about the change”

21. “Sometimes, nurses do things because it makes us feel good to do them. Things like using bath in a bag products. When those are taken away and we have to go back to soap and water, we grieve about it. It is more than the product-it’s like they are saying we are no good. People need time to deal with hurt feelings.” “I have over 20 years experience in Nursing and they never even asked me if I thought the product would work or not.”

22. What We Are Seeing • Teams developing formal, signed charters to reinforce their commitment to the goals • Creative communication • Morning huddles to reinforce changes • Clear document holders attached to linen and supply carts • Clever ways to remind people of the change • Cafeteria displays with small giveaways such as light bulbs or detergent • Linen tracked in miles • More ownership of the process through branding of programs • Bright Ideas • Mentoring programs-pooling your knowledge

23. Think……. Incentive Spirometers Nebulizers Bathing Products and Practice Linen-No Specific Times Personal Care Items Surgeon Glove vs. Sterile Exam Open To Air vs. Briefs Blood Collection Devices-Limit Butterflies M

24. Push.…. Freight Management Energy Utilization/recycling Office Supplies Cell Phones and Pagers Medical Transcription Record Storage Copier Services & Print Management Rental Equipment

25. Put Me In Coach!