Mission critical for supply
management Pros offer 30
strategies and tips to keep the supply chain fluid
in critical care areas
Let’s
face it: For any clinician, be it a doctor or a nurse, running out of
something is no fun. In fact, in some areas, including the critical care
territories known as the intensive care unit, it can be downright dangerous
and life-threatening.
Ask a critical care nurse about materials
management’s customer service or ask a materials manager about ICU’s supply
demands and you’ll likely generate some eye rolling and sighs, followed by
complaints. "Materials management doesn’t understand the ICU’s needs; the
ICU makes too many demands without any forecasting or predictive planning."
Clearly, critical care nursing’s supply
needs and materials management’s perceived customer service tends to be
disconnected – either due to a lack of communication or miscommunication
between the two departments. Sometimes priorities may be misunderstood,
overlooked or ignored. Other times, there may be unrealistic expectations
about service capabilities.
Whatever the case, Healthcare Purchasing
News has interviewed dozens of experts – including critical care nurses
– over the years, and moderated educational panel discussions at the annual
National Teaching Institute & Critical Care Exposition of the American
Association of Critical-Care Nurses about bridging the gap between the two
areas.
Here’s what the experts shared with us as
surefire ways to achieve success.
1. The critical care nurse manager should
get to know the materials manager who orders supplies for the ICU. They
should discuss needs and priorities.
2. If possible, assign a "stocker" to each
individual unit. Each individual unit then should get to know its dedicated
stocker and make them part of the unit’s activities, including lunch,
special days.
3. Materials management should dedicate
someone to be on call for weekend issues.
4. If the ICU still works on an exchange
cart system, talk about turning. Critical care nurses may be doing patient
baths at the time materials managers want to change carts. That’s a bad time
to be changing carts.
5. Be sure to discuss materials
management’s practices, in terms of projects and product standardization. Be
open to differing priorities. You may not always get exactly the product you
want but through training is a particular product useful and does it work?
6. Actively participate in the value
analysis processes. If you’re not part of that process you’re part of the
problem.
7. Establish a collaborative working group
to compare costs and benefits of products, particularly if that’s not part
of the value analysis committee.
8. The materials manager should get to know
the nurse managers – where they keep supplies, what their issues are and
material priorities. Be open to differing opinions.
9. Empower the front line critical care
nurses to make suggestions for setting PAR levels. Some things absolutely
cannot run out. Others must continue to remain in PAR even if it hasn’t been
used in a long time.
10. Look for opportunities to engage them
in groups working on cross-functional teams. If you’re having problems in a
particular unit during a particular shift you may need to attend a staff
meeting or work with the ICU’s ordering clerk.
11. Communication between the two areas
must be succinct, open and frequent. Both sides should be sending
information and listening – seeking their input or opinions.
12. Use bar code scanners or automated
supply systems to control PAR levels and ensure stock availability. Manual
PAR level supply management is a major contributor to nursing
dissatisfaction with materials management and still exists in many
hospitals.
13. List supplies by common names and not
by the manufacturer’s name.
14. Materials managers should go on rounds
with critical care staff members for feedback. At the very least they should
visit the ICU because the critical care nurses would welcome the opportunity
to show them around.
15. PAR levels should be closely monitored
by materials management, with PAR levels set higher than conventional
nursing units to accommodate peaks in critical care census.
16. Rely on emergency department supplies
as backup due to ER’s usage of similar critical care products. These
departments are generally adjacently located.
17. ICU needs help with inventory
management systems that produce user-friendly usage and cost reports.
18. Materials managers should consult with
the clinical experts for product selection and support. Critical care nurses
are very concerned about quality and durability, as well as the latest and
greatest.
19. Critical care nurses actively seek
warranty information and support – how to plan for equipment support, useful
life, repair costs and overall management within the needed time frames.
20. Keep resource material close to the
respective equipment, particularly if the equipment is used infrequently.
Quick reference guides may be helpful.
21. Create an equipment pool for cleaning
and distribution of equipment.
22. Materials management should develop a
process to support crisis issues (such as not enough supplies, essential
equipment breakdown) and share this information (spare parts or backup
equipment are available) with critical care nurses.
23. Strategies and tactics used in other
industries, such as "lean manufacturing," are fair game for implementing in
critical care areas to organize supply rooms. Make sure a critical care
nurse leads the charge.
24. Don’t hesitate to approach other
internal departments, such as the pharmacy or surgical services, for supply
management advice and tips.
25. Check with your group purchasing
organization (GPO) to see if it offers supply contracting services, be it
consulting or third-party management, to direct, drive or influence process
changes.
26. Work with materials management to
enlist your distributor to deliver products on a just-in-time basis,
organized by care unit or even supply location, if possible.
27. Organize supply carts and/or individual
supply bins on carts by type of care or specialty.
28. Broach the issue from a patient care
perspective or standpoint, rather than by a supply availability or expense
management perspective or standpoint so you set the tone right away. Nurses
should go beyond supply shortage complaints; materials managers should go
beyond line-by-line budget issues and usage reports.
29. Recruit your vendor(s) – manufacturers
and distributors – as well as your
GP(s) to provide you with accurate and relevant clinical data and
cost-in-use data that apply to real-life situations.
30. Channel the creativity used to locate
and hoard supplies without apparent detection into solving the supply
deficit problem.
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