HonorHealth Overview - Amazon Simple Storage ServiceIDN... · HonorHealth Overview May 2016 Tony...
Transcript of HonorHealth Overview - Amazon Simple Storage ServiceIDN... · HonorHealth Overview May 2016 Tony...
Agenda
• Merger of Two Systems – HonorHealth
• Transforming the Supply Chain Organization
• ERP Consolidation & Process Standardization
• Supply Chain Organization
• The Tectonic Shift – Value Based Payment Models
• The Triple Aim
• The New Supplier Mindset
• The Blue Box
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Merger of Two Systems – October 2013
• John C. Lincoln
– Two hospitals
– ACO (Primary Care)
– Medical Group
– Foundation
• Scottsdale Healthcare
– Three hospitals
– ACO (Primary Care/Specialty)
– Medical Group
– Foundation
– Captive
Where Do You Start in Mergers?
• People – 90 – 180 days
• Processes – 18-24 months
• Systems – 18 – 24 months
• Culture – several years
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HonorHealth Today
• Five Hospitals
• Future: ACO (Primary Care/Specialty)
• Foundation
• Captive
• Medical Group (~150 physicians)
HonorHealth Today
A
A
NortheastNorthwest
Southwest Southeast
Ambulatory Center
Primary Care site
HonorHealth Assets
Acute Care Campus
A
Primary Service Area (PSA)
Supply Chain Transformation Roadmap
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HONORHEALTH SUPPLY CHAIN TRANSFORMATION PROJECT PLAN (HIGH LEVEL)2014 2015 2016
Milestone/Activity Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Supply Chain Process/Policy Standardization (Network)
Item Master Creation/ManagementNew Product Request
Procure to PayRequisitioning/Order Approval
Inventory Management & ReplenishmentReceiving/Distribution
Contract Review/ApprovalVendor Management
P-Card
OR Inventory Reduction
GPO Conversion
GPO Savings Realization (Guarantee)
Pharmacy Distribution Implementation
Med/Surg Distribution Implementation
Lab Distribution Implementation
Official Merger (Legal)
HonorHealth Brand Name Announcement
ERP Decision
ERP Item Master Cleanup/Conversion (SHC/JCL)
ERP Aperek Design/Configure/Validate Phase 1
ERP Aperek Phase 1 Training
ERP Aperek Phase 1 Go Live
GPO Support/GHX EDI Consolidation
ERP Aperek Sourcing/Contracting Phase 2
ERP Aperek Sourcing/Contracting Phase 2 Training
ERP Aperek Sourcing/Contracting Phase 2 Go Live
ERP Consolidation
Peoplesoft
McKesson
Aperek
• TWO item masters (adds/deletes)
• TWO processes for: Purchasing, receiving, distribution, inventory management, new product adds
• TWO GHX boxes
• NO mechanism for monitoring contract compliance
• ONE item master (adds/deletes)
• ONE SET OF NETWORKPROCESSES for: Purchasing, receiving, distribution, inventory management, new product adds
• ONE GHX Box
• SINGLE mechanism for monitoring contract compliance
GHX
GHX
SUPPLIERS
SUPPLIERS
GHX
CURRENT STATE FUTURE STATE (JAN ‘16)
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A Set of Single Network One Set of Processes…………..
• “One Facility, 5 Locations”
• Network Volume is leveraged for ONE contract and ONE price
• A Network driven approach focused on cost reductions and operational (PROCESS) efficiencies in (see arrows)
Project Execution
InventoryMgmt
ProjectExecution
InventoryMgmt
ProjectExecution
InventoryMgmt
ProjectExecution
InventoryMgmt
ProjectExecution
InventoryMgmt
Inventory Management
Receiving/Distribution
Purchased Services
Osborn JCL NM TPKShea JCL DV
Project/Value Management
Contract Management
Purchasing
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OR CoordinatorOsb – Betsy TollesonGB – Dennis Homonai
Osb CSPD – OPEN
SupervisorErica Poleet
Receiving Coordinator
Shaun Wardle
Suzi CollinsOsborn
Dir. Supply Chain1040-5490 (20)
Tony BenedictVice President, Procurement &
Supply Chain5000-8100
OR CoordinatorOPEN
SupervisorCherie Morey
Inventory Coordinators
Mia DuvalDanny Nelson
Patty PriorJCL Medical
Dir. Supply Chain1010-549010 (19)
OR Coordinator Amy Merelli
CSPD – Dave Herron
OR CoordinatorAlisha Hanson
Garry ChaseShea
Dir. Supply Chain1030-5490 (19.4)
OR Coordinator OP - Brian TodeschiIP – Cynthia Lederer
SupervisorMarty Quihuis
ReceiverJames Brown
Jesse MaganaDeer Valley Medical
Dir. Supply Chain (12.5)
TechsTom ValerioArt Guzman
Sherrie Wooden
TechsPat RossmanEmilia BeattyJame DowellArtees GreenKyle Dickens
Michelle DaleyJosh HudgensPierre WetleAlana Caron
SupervisorBrandon Pretlove
ReceiversEarl BrownDoug Gross
Jim CarterMed/Surg Buyer
Mark McClearyOR Buyer
Kelly CoxNetwork Director
Purchasing/Capital/IT5000-8110
Rick WilliamsOR Buyer
Sharon BurnesPhysician Network
Buyer
TechsMike Smith
Mark Salvini
Pedro Lopez
ReceiversLarry Smith
Debbie Bomar
Les SohadiLab/IT Buyer
TechsAbigail QualoAlex Villegas
Jerome HawkinsTim Wiley
Receiving SupervisorRalph Smith
SupervisorKen Beers
David FreyNetwork Director,
SC Operations/GPO Contracts Compliance
Dee WhittingtonNetwork Director
PMO/Performance Improvement/
Clinical Value Analysis5000-8130
Lynn Holland Contracts Manager
Lisa HareNetwork Director
ERP/SC Analytics5000-8130
Josh AndradeTPK
Mgr, Supply Chain1050-5490 (6)
Thuy HadvabClinical Manager
Jennifer NikolausClinical Manager
Heide Pries Charron
Clinical Manager
Lindsey WilliamsPerformance
Analyst
Alice Pope, CFO, SVP, HonorHealth
TechsDion BustamanteLarry Freeman
Techs Alfredo Villalpando
David HallDavid Klein Jim Preston Jim Stevens
Willie Bautista Michael Price
Alison ConwayERP Supply Chain Analytics - Analyst
Elaine YoungContract Manager
Jay WhitmoreContract Manager
Osborn (7)
System Biomed Mgr
Mark Yoder
1040-5385
Shea (7)
System Biomed Mgr
Mark Yoder
1030-5385
North Mounta in (4)
System Biomed Mgr
Shannon Alexander
1010-5385
Deer Valley (4)
System Biomed Mgr
Shannon Alexander
1020-5385
TPK (1)
System Biomed Mgr
Mark Yoder
1050-5385
Brian SchulerNetwork Director
BioMed5000-5385
Vicki EwingSupply Chain
Analyst
Trenton RamseySupply ChainData Analyst
Bill RemusNetwork Director
Purchased Services
5000-8115
Leah GloverSupply Chain
Analyst
Tracy StewartSupply Chain
Analyst
Renee UliassiNetwork Manager,
PS Operations
Angel Mejia
Med/Surg Buyer
Anthony RivasSupply Chain
Analyst
Ognjen KaurinBiomed/
Capital Buyer
Marsha AveryNetwork
Reprographics (7)5000-8140
Kathrine ChapmanFacilities / Purchased
Services
Sue GreenbergAdmin
Linda BirdAdmin
System Biomed
Manager
Specia lty Imaging(2)
John Styers
5000-5385
TechsJennifer Simon
Jim EugenesDan Dolan
Kathy ClouseLynda Steel
Andrea Herbranson
Rakesh RaoSupply Chain Data
Analyst
Johnnie MahanInventory Operations
Manager (JCL)
Aaron KamInventory Operations
Manager (DV/TPK)
Jolayne HallInventory Operations
Manager (Shea)
James OwenOR Implant Inventory Operations Network
Analyst (SHC)
Chris ArmstrongInventory Operations
Manager (Osborn)
Robert SandlinOR Implant Inventory Operations Network
Analyst
TechsDave MeadeMike ConnorDora JenningsBrianna Seleen
Eva TorresSophia CulverDavon BakerPriscilla Perez
MM SpecialistShundine Neel
ReceiverSusan Jimenez
Jordan Scott Contract Analyst
Alina Augustin Contract
Coordinator
Michael Mizel l
Pro ject Manager
5000-5385
(4) Temp/OpenBuyers
Denise BurnesContract Analyst
Daniel GarciaContract Analyst
CONTRACTING
Supply Chain Org Chart
BIOMED
SUPPLY CHAINOPERATIONS
PURCHASING
PURCH
SERVICES
ERP
VALUE
ANALYSIS
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Tactical
Projects
Strategic
Projects
Project Driven Organization
• Projects identified by:
– Department heads – OR, ED, ICU, Surgery, Labs, etc.
– DMM/MMs
– CNO’s
– CMO’s
– CEO’s
• Projects valued by:
– Finance Analysts
– VATs
– SC Dirs
• Projects prioritized by:
– Value
– Impact
– Time to implementation
• Project Implemented by:
– SC Dirs
– SCM/As
All Projects
Prioritization based
on Value, Impact
Assessment
Final Projects
(Roadmap by
Quarter)
Categorization
based on Impact
and Time Frame
GPO
Contract
VAT NON-VAT
New
Products
System
Projects
Capital
Projects
Special
Projects
Purch
Services
Strategic – > 2 < 4 monthsTactical – 1-2 months
PPI
Initiatives
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Project Management Methodology
• 10% of Time
– Strategy
– SC Strategy
– GPO Strategy
– Project ID
– Project Prioritization
– Project Roadmap
StrategizeStrategy Plan Analyze/Design Implement Operate
40% of Time
Plan:
High Level Project Gantt
Stakeholder Engagement
Project Meetings
Project Management Plan
Project Templates
Analyze/Decide:
Current Environment
Current spend/value
Critical Success Factors
Physician/Clinician Assessment
Barriers to Success
Future Environment
Co-Management strategy
Savings realization plan
Critical Success Factors
Physician/Clinician buy-in
Project Plan timeline
50% of Time
Implement:
Implementation Plan
Financial impact
Savings realization schedule
Education Sessions
Savings scorecard
Audit Progress
Operate:
Sustaining Plan
Deployment Lessons Learned
Pass Down Template to stakeholders
Network Governance Structure
NursingVAT
(Core Products)
CV/IR/Imaging VAT
Laboratory VAT
Pharmacy VAT
PurchasedServices
VAT
Non Clinical VAT
Executive Operations (xOPs)Committee
HR, Marketing and Communications
Team
HonorHealthExecutive Sponsor
PremierExecutive Sponsor
Honor Health Supply Chain/Premier (PMO)
Project Teams
Peri-op VAT
Supplies/Operations/Service LinesTeam
(Execution)
Network Level New Technology Committee
• Directs Policy (Enterprise)
• Dollar Threshold
• Ops Leader resistance
• Politically Charged issues
• Process Changes
• Policy Enforcement
• Daily Decisions
• Medical Staff
• Project execution
• Initiative results
PLIC/MED EXEC
The Tectonic Shift – Industry Perspective
Employers
Banner
HonorHealth
Dignity
Tenet
Iasis
Insurers
Individuals
Exchanges
IDN ProvidersACOs/Hybrids Expect to see:
• ACO and/or Provider as Payor?
• Much narrower networks• A new consumerism
driving choice in IDN based on cost and quality (individuals will base decisions on out of pocket costs inclusive of coverage)
• Employer/consumer employing data driven decisions on using IDNs with low cost/high quality and ability to manage populations
• Employers that are self insured will bypass Insurers and go directly to IDNs in Phoenix
The move to value-based care is a major shift in Provider strategy and mindset
FROM TO
Physician-centered Patient-focused
Transactional, isolating Care-team managed
Sick-care Health & well-being
Fixed interactions and hours Convenient & 24/7
Patient turnover-volume Patient health-value
Unwarranted variation Evidence-based standard
“Fill the beds” mentality Triage to lowest cost site of care
Hospital gravitational pull Primary care-centered
Competitive Collaborative
Technology for Procedures Technology for Coordination
Traditional health systems are set up to optimize volume and FFS reimbursement
Today’s Focus Next Generation Requirements
Care integration and a holistic view of conditions and patients will be required to succeed in next generation models
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CMS Payment Changes 2015-2018
Medicare's commitment towards quality-based payments grows.
Source: PwC Health Research Institute anal}'Sis, Centers f0< Medicare & Medicaid Services
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Strategic Supply Chain: Driving Cost Savings
Commodity
Contracts
Physician
Preference
Strategy:
Benchmarking
Product
Standardization
Clinical
Product
Utilization
Data Analytics
Str
ate
gic
Su
pp
ly C
hain
Source: Yankee Alliance
The move to value-based care is a major shift in Supplier strategy and mindset
FROM TO
Physician-focused Patient Outcome -focused
Transactional, siloed Care-team managed
Dollar Market Share Procedural Share
DRG Payments Risk Based, Bundled Payments
Sales Rep orientation Clinical Support orientation
Unwarranted, unplanned variation Evidence-based standard, reduced Variation
Upselling ancillaries Highest quality/outcome at lowest cost
Selling features Supporting outcomes with peer reviewed data
Competitive Collaborative
Selling New Technology for Procedures Proving the Technology Improves Outcomes
Traditional health systems are set up to optimize volume and FFS reimbursement
Today’s Focus Next Generation Requirements
Care integration and a holistic view of conditions and patients will be required to succeed in next generation models
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The Blue Box (of Readmission)
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HOME Primary Care
SpecialistACUTE (IP/OP)
POST-ACUTE(Rehab/SNF)
30 Days
90 Days
Preferred Not Preferred
Least Preferred
SalesRep
ClinicalRep
Nurep HHTech
NoRep?