Manager Silver Cross Hospital Channahon, Illinois, United States
Disclosure(s):
Kathryn L. Lowe, MSN, RN, CV-BC: No financial relationships to disclose
Brandy Underhill, MBA, RT(R): No financial relationships to disclose
Description: Members of both the Cath Lab and Supply Chain team worked together and, over time, applied innovative strategies to improve workflows related to inventory management. Following the peak of the COVID pandemic, Cath Lab leadership faced increased demands for new products and procedures. This occurred during a period of rapid growth in procedural volume and an influx of new providers. With an extensive inventory already in place, leaders engaged the Supply Chain department to assist with meeting demands while seeking cost and overall inventory containment.
Together, a plan was developed and implemented by the Cath Lab Value Analysis Committee. A needs assessment led to the creation of new roles and responsibilities for both teams. This resulted in the Cath Lab adding an Inventory Specialist and the Supply Chain adding an Inventory Coordinator. Together, these two team members would facilitate the Cath Labs workflow related to ordering, receiving, stocking, and counting every single item within the cost center. In addition, members from both departments began meeting monthly to discuss new products and projects, evaluate new operational workflows, and maintain processes for inventory review and management.
Over the course of three fiscal years, the efforts of the Value Analysis Committee were successful in increasing monthly inventory turns, reducing and maintaining on-hand inventory volume, and standardizing the inventory review process. These outcomes are a testament to the perseverant efforts of both the Cath Lab and Supply Chain team members. The strategies discussed can be applied to both hospitals and ambulatory surgery centers experiencing issues with inventory management workflow.
