UF Health Shands Supply Chain Services. Laura Kowalczyk, JD, MPH Associate Vice President Supply Chain Services

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1 UF Health Shands Supply Chain Services Laura Kowalczyk, JD, MPH Associate Vice President Supply Chain Services

2 UF Health Facts Six Colleges Seven Research Institutes and Centers Level I Trauma Center Two Teaching Hospitals Two Level III Neonatal Intensive Care Units Eight Intensive Care Units Two Specialty Hospitals UF Health Shands Rehab Hospital and UF Health Shands Vista Behavioral Health Two Home Health Agencies Network of Outpatient Facilities Over 80 UF Physician Outpatient Practices (UFP) Regional Burn Center Two Emergency Air and Ground Transport Programs One Free Standing Emergency Department More than 22,000 faculty, staff and volunteers

3 UF Health Facts The Supply Chain Way To foster, through education and partnership, a culture of innovative and advanced solutions while continuously striving to deliver a best in class healthcare supply chain.

4 Supply Chain Services Organization Chart

5 Laura Kowalczyk, JD, MPH Associate Vice President Supply Chain Services Core Departments Strategic Sourcing - Contract Management; Value Analysis; Purchasing Distribution and Information Management Publication Services Strategic Project Management Logistics and Operations Customer Service Central Distribution Center (CDC) Central Sterile Supply (SPD) Equipment Distribution Center (EDC) Linen Services Shipping and Receiving OR Materials Integrated Service Center Waste Management Green Team! Annual Medical Supply Spend 200M

6 Strategic Project Management Facts: Strategic project management consists of selection, managing and measuring project outcome to ensure optimal value for the organization. All projects must meet the criteria established by the organization s leadership to align with the strategic vision of the organization. Current roster includes the following projects: Custom surgical pack transition Surgical linen transition from reusable to disposable System-wide print management initiative Purchased services engagement Management of new office space construction for the Supply Chain Services staff Surgical Instrumentation management program

7 Supply Chain Services Strategic Sourcing Facts: Purchasing, Value Analysis and Contract Administration Multi-disciplinary team Three patient centered work units supporting Peri-operative Services; Patient Care and Lab; and Special Procedures (Cath Lab; Radiology; Interventional Radiology; Endoscopy and Respiratory) Responsible for the introduction, analysis and implementation of new clinical products and equipment brought into the healthcare system Evaluates cost, reimbursement, quality, safety (patient and employee) and standardization opportunities Currently have more than 500 new product requests in queue Issued $430M in purchase orders in past two quarters

8 Supply Chain Services Operations & Logistics Facts: Customer Service (16x7) Receives approximately 3,500 calls per month and initiates STAT orders from the Integrated Service Center Central Distribution Center (CDC) - Located on site (24x7) Supply replenishment for 180 par locations on the units Crash Cart Exchange Program (approximately 100 exchanges per month) Central Sterile Supply & Surgical Linen (24x7) Sterilization services to approximately 36 areas Processes approximately 60,000 items monthly (instruments and surgical linen)

9 Supply Chain Services Operations & Logistics (Continued) Facts: OR Materials Inventory Team (24x7) Supply replenishment for 130 par locations (approximately $7.8 million) OR Inventory management for 32 ORs Shipping and Receiving Manages approximately 5,000 parcels monthly (SUF North and South Towers and Medical Plaza) Equipment Distribution Center (24x7) Manages more than 9,000 units of equipment inventory Processes approximately 10,000 units of equipment monthly

10 Facts: Supply Chain Services Operations & Logistics Linen 6M pounds of linen processed annually in North and South Towers (excludes all out facilities) Build and deliver 18,720 exchange carts per month or 72 per day Utilization: 53,000 Bath blankets used per month 54,000 flat sheets used per month 280,000 washcloths per month 85,000 bath towels per month 10 scrub machines in the towers processes 30,000 pairs per month

11 Distribution and Information Management Facts: Distribution Liaison between Sands facilities and the ISC Systems management: Optiflex (350 locations); Reptrax (20,000 Suppliers); RASMAS (Recall management), Peoplesoft and Apex (call tracking) Analysis: Supply Spend Trending Charge Capture Scan Compliance Par Level Analysis Inventory Discrepancies Inventory Turns

12 Publication Services

13 Integrated Service Center Services all Shands facilities, UFP Clinics, UF Jacksonville Medical Center, College of Veterinary Medicine and Tampa General Hospital 75,000 square feet $116,000,000 in annual volume in LUM More than 7,254 items stocked 9371 lines picked/day 367 manufacturers represented 827 Ship to locations Transportation Fleet: 4 tractor trailers 2 runs a day to UF Jacksonville - 48 trailer 2 runs a day to Tampa General - 53 trailer 4 Deliveries a day to North Tower - 53 trailer 3 Deliveries a day to South Tower - 48 trailer One 24 box truck for all clinics and offsite locations. Ayers, FSC, Med Plaza, Varco, Vista, UF Health and University Clinics, 39 th ED, and Spring Hill.

14 Supply Chain Services Challenges Rising cost of medical supplies and pharmaceuticals Healthcare Reform and reimbursement reduction Accurate data and metrics Physician and clinical relationships Talented and engaged Supply Chain workforce

15 Internship Program Dynamic; hands-on experience Wide variety of exposure to Healthcare Supply Chain Services, Finance and Management Engineering Program is designed for a minimum of three consecutive semesters Interns expected to maintain a 20 hour/week work schedule

16 UF Health Shands Supply Chain Services Questions?

17 Management Engineering Consulting Services (MECS) INTERNSHIP PROGRAM AND PROJECT COLLABORATION Roque Perez-Velez, PE, DSHS, MEng Interim Director

18 To provide in-house management consulting services for UF Health Shands management and its affiliates to identify ways to improve processes, eliminate waste and inefficiencies, and enhance the effective deployment of resources (people, equipment, facilities, supplies) in order to: Improve financial and operational performance Provide optimal value to our patients, staff and community Provide efficient and Patient-centered process MECS MISSION

19 While MECS provides a wide range of management engineering services, our major emphasis is to provide unbiased consulting in the areas of process improvement and improving financial performance via cost reduction, cost avoidance, and revenue enhancement. Main Emphasis

20 Department & Staff Department originated in 1968 All Industrial Engineers (undergraduate degrees) Various Masters degrees in business, management, and engineering Nine employees: Five full-time engineers and four part-time Industrial Engineering Interns Robust partnership program with UF s IE program for undergrad and graduate-level project mentorship and support

21 Areas of Expertise

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23 Common Project Types Resource utilization Supply chain optimization Data analysis, benchmarking Strategic/Operational modeling Process & quality improvement Simulation & operational flow analysis Space planning, facility layout and design Capacity modeling and forecasting

24 Project Examples Static Modeling and Queuing Theory: Determine the optimal number of elective OR cases requiring an SICU bed by day of week in order to minimize patient deferrals and delays while maintaining current case volumes. Lean Process Mapping: Determine the optimal process for operating room turn over using TCV and ENT surgical services as a model for change. Significantly reduce the current room TAT of 117 minutes from patient stitch to next patient incision start.

25 Internship Program Developed to give students an opportunity to work in a challenging career field while attending classes Internship allows for students to work alongside experienced staff solving technical, operational, and political issues throughout the health system Program is designed for a minimum of three consecutive semesters Interns expected to maintain a 20 hour/week work schedule

26 Who Are MECS Interns 3.25 or above GPA Proven time management skills Excellent computer and analytical skills Excellent communication skills, both written and verbal Professional demeanor Self-driven and motivated to learn

27 Questions?