2011 Spring IDN Summit & Expo

March 21– 23, 2011

Walt Disney World Swan Resort

Orlando, FL

Download the PDF version of the 2011 Spring Agenda 

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INNOVATION TRACK

The IDN Summit Supply Chain of Excellence Award will identify four cutting-edge initiatives within IDNs and healthcare systems across the U.S. through a peer-voting process involving senior health system executives. The finalists will present their unique ideas and go in-depth into how their organizations achieved supply chain excellence followed by a Q&A session where participants can engage the entrants. Attendes will then have the opportunity to vote on the leading innovation during the general session on Tuesday, March 22nd.


Sunday, March 20

  
 5:00 pm — 9:00 pm Registration Open

Monday, March 21

  
 7:00 am — 7:00 pm Registration Open 
 7:00 am — 12:00 pm Golf 
 7:30 am — 11:00 am Team Building with Disney Institute 
11:00 am — 12:00 pm First Time Attendee Lunch
12:00 pm — 12:50 pm Innovation Track: Baptist Health South Florida
Mockingbird
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Supply Chain Services Slices Surgery Products Review Process

Presenter: Natalie Pita-Ortiz, Corporate Director, Contracting & Sourcing, Baptist Health South Florida

At Baptist Health South Florida, the painful process of physician’s obtaining new products for surgical services procedures averaged a 38-day turnaround. The time it took to get a new product to a physician was beyond control, leading to a low quality rating, high dissatisfaction amongst our clients and inefficiencies throughout the supply chain. In April of 2009, Supply Chain Services leadership recognized the situation as critical to patient care and took action to alleviate it. A team was established to review the existing process, interview the key stakeholders, and develop a new process that would satisfy the pain points previously vocalized by the surgery departments. The new process, which includes bi-weekly, 30-minute conference calls, was formerly implemented in October 2009. The average turn-around time is now 10 days. Client satisfaction is greatly enhanced and the physicians know that a requested item can be received for trial in days, not weeks. 

Learning Objectives: 
1. Evaluate the methodology and shift in critical thinking to adopt and execute a new surgery product review process. 
2. Analyze the metrics used to validate effectiveness of new process. 
3. Forecast future opportunities for improvement in the surgery product review process. 
 1:00 pm — 1:50 pm Innovation Track: CHRISTUS Health
Mockingbird
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The “CHRISTUS Health FY10 Savings Goal” Approach 

Presenter: Steve Pitzer, System Director, Supply Chain, CHRISTUS Health
            
The “CHRISTUS Health FY10 Savings Goal” approach achieved over $34 million in savings for fiscal year 2010. The approach to goal setting and achievement was initiated for the first time in 2009 for fiscal year 2010 (beginning July 1, 2009). In brief, the approach brings focus to no more than ten high-impact cost savings opportunities, and ensures visibility across the CHRISTUS organization. Through a process of cross-functional brainstorming, cost savings opportunities were identified, qualified and reviewed with executive management. The Top 10 Goals are established at a system-level, with accountability identified by region and facility. Progress toward the Top 10 Goals is routinely measured and reported, and issues are rigorously managed. This session will review the processes utilized for goal achievement, citing the actual goals, actions taken to achieve them, and final results. Learn what worked well in the first year the approach was used, what was done differently as a result of experience and lessons learned. The discussion will also include process refinements implemented for Top 10 Goals for FY2011, and further refinements being implemented in developing FY2012 Top 10 goals (now in process).

Learning Objectives: 
1. Analyze circumstances and identify if the CHRISTUS approach to goal setting offers value in your organization. 
2. Differentiate between various examples of Top 10 Goals, including those that were met, those that were exceeded, and those that fell short of achievement. 
3. Evaluate what worked, what was learned through the recent evolution of CHRISTUS Health’s “Top 10 Goal” approach for supply chain management, and identify its application to your organizations circumstances.
4. Explain the variables involved in establishing different types of goals, the various stakeholders, and how best to orchestrate actions leading to goal achievement. 
 1:15 pm — 1:30 pm Break
 2:00 pm — 2:50 pm










 
 Innovation Track: Memorial Hermann Healthcare System
Mockingbird
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Centralized Equipment Management Program That Drives Positive Results

Presenters: Chris Toomes, Corporate Director of Professional Services, and Helen Huffman, Lead Project Manager, Memorial Hermann Healthcare System.

Memorial Hermann Heathcare System’s (MHHS) priority is to provide a high standard of patient care while operating the busiest trauma center in the nation.* As an IDN, they faced a variety of challenges associated with managing a decentralized equipment management program across all of their facilities. MHHS’ primary needs were to upgrade their infusion therapy equipment across all 11 facilities without significant capital outlay, and be able to manage the technology once they received it. Additionally, they needed to ensure that their caregivers received equipment when and where it was needed to support optimal patient outcomes. In this session, explore how MHHS implemented a centralized equipment management program and achieved positive clinical, operational and financial outcomes, including avoiding more than $20 million in upfront capital outlay while at the same time improving caregiver productivity and satisfaction.

Learning Objectives
1. Identify the challenges that MHHS experienced with managing a decentralized equipment management program.

2. Explore potential benefits of implementing a centralized equipment management program.

3. Define the process associated with implementing a centralized equipment management program, and review strategies to overcome potential challenges

4. Analyze the financial, operational and clinical results of a centralized equipment management program
 3:00 pm — 3:50 pm Innovation Track: UPMC
Mockingbird
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The Transformative Power of Speech: How Voice-Directed Technology Advanced Productivity and Accuracy within UPMC’s Centralized Distribution Center

Presenter: James Huff, Process Analyst, UPMC

UPMC owns and operates a 60,000 square foot distribution center in Pittsburgh’s historic South Side neighborhood. The distribution center plays a vital role in helping to maintain an exemplary level of patient care by inventorying over 3,500 operation-critical SKUs and providing service to 10 hospitals, scores of physician offices, cancer centers and long-term care facilities. The operation historically relied upon traditional paper-based picking methods that were prone to human errors, inefficiencies and redundancies. Distribution center associates were required to pull independent paper-based orders from printers and attempt to decipher the most efficient way to pick each order. This activity was not only laborious, but also required significant forethought and deep product placement experience, all without any systemic control over picking accuracy. The results were wasted time and unnecessary costs for the health system; ultimately having a trickle-down effect on the quality of patient care. Additionally, continued growth of the enterprise and increasing demand for Materials Management services posed a further challenge for UPMC leadership. UPMC faced several choices: a costly warehouse management system (WMS); increase head-count to continue manual paper-based processes; move into a larger distribution facility at extreme cost and effort; or explore cutting-edge technology previously unchartered in US Healthcare. A thorough evaluation of these various options led UPMC’s Supply Chain leadership to a clear choice: voice-directed picking. 

Learning Objectives: 
1. Analyze how voice-directed picking technology can increase efficiency. 
2. Evaluate how your organization can lower cost with voice-directed picking technology. 
3. Identify how to improve customer service levels and create a greener and safer workplace.

 4:15 pm — 6:00 pm







 Vision Sessions

Vision Sessions are in-depth education or research opportunities discussing current topics impacting the healthcare supply chain. The Vision Sessions are led by industry leaders and are designed to be interactive and to provide you with a hands-on experience with experts in the specific areas. Each session will afford you with ample opportunity for an open dialogue with the presenting companies. Session Content begins at 4:30 pm.
 6:00 pm — 7:30 pm
 GPO Receptions
 7:30 pm — 9:00 pm
 Sponsored Receptions

Tuesday, March 22

  
 7:00 am — 5:00 pm Registration Open
 7:00 am — 8:00 am Breakfast 
 8:00 am — 12:15 pm General Session
12:15 pm — 1:30 pm Lunch 
12:15 pm — 1:30 pm Peer-to-Peer (P2P) Exchange Lunches
 1:30 pm — 2:00 pm Provider and Sponsor Only Access Reverse Expo 
 2:00 pm — 5:30 pm Reverse Expo 
 7:00 pm — 9:00 pm Reception 

Wednesday, March 23 

  
 7:30 am — 8:30 am Breakfast 
 8:30 am — 11:45 am Disney Institute Programming 
11:45 am — 12:15 pm Open Forum Discussion
 

For information about CE Credit Hours administrated by Inquisit please visit here.