When a health system decided to improve supply-chain practices, it turned to Medtronic Integrated Health Solutions (IHS). The collaborative effort between IHS clinical and operational subject matter experts and hospital staff improved efficiency and saved costs after a few short months.
Surgeons' preference cards typically include a “supply pick list,” which directly affect both the supply chain and clinical performance in the OR. Outdated or inaccurate preference cards cause 23 percent of the OR door openings during a procedure1 when nurses must leave the room to find missing supplies. Each time OR doors open during a procedure for a supply run:
The partnership started work by focusing on physician preference cards for one procedure, laparoscopic cholecystectomy (lap chole), at one hospital, a Level III Trauma Center, where 30 percent of the system’s lap chole procedures are performed. Eventually the health system and IHS expanded the preference card optimization process to two other procedures at the hospital.
IHS integrated clinical, operational, and economic data from the health system into its web-based Performance Analyzer, a proprietary analytics technology platform, to assess the hospital’s perioperative performance. The assessment showed that the variation in lap chole preference cards contributed to supply chain inefficiency, avoidable costs, OR downtime, and differences in clinical methods.
To be honest, when we started, I wasn’t 100 percent into it and didn’t believe lap chole had a lot that could be changed. The Medtronic team showed the different supplies across all surgeons, which was great to see. The best part for me was someone was able to get all the surgeons together — THAT WAS A MIRACLE. Without that part, this would not have happened.–OR Team Leader
Working closely with the surgical staff affected by the current inefficiencies, IHS was able to:
Based on an annual volume basis of 450 lap chole cases at the hospital, the preference card optimization effort resulted in:3
The health system improved its operational and economic outcomes — thanks to a well- defined process and highly collaborative team. By bringing together the right health system and hospital staff and using IHS as an expert resource and facilitator, the hospital has better outcomes and a more engaged and satisfied staff. Nurses now shift some of their time from materials handling back to patient care, and lap choles are performed more efficiently with fewer resources.
Panahi P et al, Clinical Orthopaedics and Related Research (2012) 470, 2690-2694.
Pryor F, Messmer P. The effect of traffic patterns in the OR on surgical site infections. AORN Journal. 1998; Vol 68, No 4: 649-660.
Data on file.