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PubMed2004

Excellence in supply chain management--trends and strategies to enhance profitability. Panel discussion.

Supply-chain management--the art of getting the most at the least cost from the products and services purchased by an organization--has transformed industries such as manufacturing and retailing, and can potentially do the same for healthcare. VHA is committed to keeping its members educated on current thinking and best practices in supply-chain management. In support of that mission, four supply chain experts gathered in Chicago recently at Modern Healthcare's offices to discuss the issues they face in their organizations and the strategies they've found most successful in addressing them.

Benchmarking↗
PubMed1977

Distributing the goods the right way.

Distribution is an integral part of the supply process; a product or supply has little value until it is in the hands of those who can use it. The traditional "reverse distribution process," in which nursing or other departmental personnel go down to central stores to pick up any needed materials, results in a costly, inefficient use of manpower. When choosing a supply system, one of the foremost considerations that a hospital should keep in mind is how the supply or product will be delivered to where it can be used.

Automation↗
PubMed1987

The materiel manager-chief financial officer alliance.

There is a gold mine of potential inventory reductions, expense reductions, and revenue increases in most hospitals that can be tapped by more intensive materiel management. The first step is incorporating the necessary ingredients for a strong materiel management effort--the right people and a state-of-the-art computer program. Reorganization may be necessary to establish a more unified, consolidated approach to materiel management. Second, conduct an audit of the entire hospital to identify opportunities for improvement and to establish baseline management data. Finally, push forward the process of system changes (which also establishes necessary controls) until results are accomplished--a process that usually requires one to three years. The alliance between the materiel manager and the CFO is definitely beneficial to the hospital and to the individuals involved.

Data Collection↗
PubMed1994

Quality of patient meal service in hospitals: delivery of meals by dietary employees vs delivery by nursing employees.

OBJECTIVE: To compare patient assessment of meal-service quality and employee-service orientation in hospitals where dietary employees deliver meals trays and in hospitals where nursing employees deliver meal trays. DESIGN: Survey. SETTING: General, medical-surgical (not Veterans Administration) hospitals of 300 to 500 beds with a self-operated foodservice department and a centralized, conventional food production system. SUBJECTS: 552 patients and 192 employees in nine hospitals geographically dispersed in the midwestern and eastern United States. Dietary employees delivered meal trays in five of the hospitals and nursing employees delivered trays in four. MAIN OUTCOME MEASURES: On a five-point scale, patients indicated level of agreement with 16 statements about hospital meal service. Employees who delivered meal trays rated their agreement with 20 service orientation statements on a five-point scale. STATISTICAL ANALYSIS: Factor analysis with varimax rotation, chi 2 analysis, and analysis of variance. RESULTS: Patient assessment of the quality of meal service was multidimensional. Patients gave more positive ratings to characteristics of the personnel delivering the tray than to the quality of the food. Patients in hospitals were dietary employees delivered meal trays rated the quality of food significantly higher (P < .01) than did patients in hospitals where nursing employees delivered trays. Service orientation of the personnel delivering the trays was also multidimensional. Dietary and nursing employees did not differ in their personal motivation toward providing service; however, dietary employees rated the organizational support for providing service significantly higher (P < .001) than did nursing employees. Nursing employees were significantly more positive (P < .05) than dietary employees about their interactions with patients. CONCLUSIONS: Patient perceptions of service quality differed in hospitals where dietary employees delivered meal trays and in those where nursing personnel delivered trays. Dietary and nursing employees differed in some aspects of their service orientation.

Adult↗
PubMed1986

Materiel management: a clinical experience.

It is easy to understand why unit managers are eager to embrace a comprehensive approach to materiel management. The system allows for the professionals from the purchasing, supply, and distribution areas to meet and work with the managers of individual departments and units. Recognizable outcomes of this system are improved staff satisfaction because of standardized products; improved nursing competency secondary to product familiarization, and improved quality of patient care because area managers have more time to devote to their individual unit functions. The serendipitous benefit is that areas and personnel within a hospital that were once diverse in goals and functions may now develop positive working relationships around the hospital's prime goal of quality patient care, a marketable commodity.

Equipment and Supplies, Hospital↗