MODEL OF THE FUTURE
ning to host another conference with a new set of vendors. “This leads to joint performance metrics,” he says. “So, we will work with our analytics team to figure out how we can measure our vendors’ performance and how they can measure ours. This will demonstrate the sustainability of our quality management system, and theirs.”
Suppliers are involved Suppliers are an essential part of the ISO process, says Gadsby. “Requirements are being actively worked on with our key suppliers that are actively engaged on the ISO journey with us,” he says. “These are specific to the relationship and services provided. “An example of a metric we could track for the benefit of both Sentara and the supplier is ‘the perfect order,’ that is, the percentage of orders processed correctly and through proper channels to minimize touches and deviations from the system.
A question of trust Brian Gadsby
“Currently, we can say that we have begun the journey to ensure products and services meet the level of service required by our customers,” says Gadsby. “Also, we have identified opportunities and gaps in service that we have been actively working on over the past several years. We have implemented risk and change assessment processes to guide us with vendor changes, supply changes or product outages similar to what occurred in 2017 during several of our natural disasters. “If you ask ‘Why ISO in healthcare?’ I state ‘Why not?’ As an individual, you rely and trust industries not realizing that they are ISO certified. You purchase vehicles, fly on airlines, take cruises, buy technology, use energy. The customers of all of these industries expect a certain service to have high reliability that their products and services will work as intended. From my perspective, we should expect the same thing of the products and services used in healthcare today. “Next time you use healthcare, do you expect the products and services to meet your needs and expected outcomes? If so, then the supply chain and healthcare system must have processes and expectations in place to meet them.”
“ Now, all levels of the supply chain know that as decisions are made, we must consider our customers’ needs and wants.” “Another example is jointly looking at backorders. Oftentimes, backorders are a supplier’s issue. However, we have seen that our order process can lead to backorders due to ordering unexpected amounts, stocking up without prior discussion or preparing for the absence of someone. “Supply chain analytics can carry over from supplier to internal supply chain to customer” he continues. “The important aspect is to know what the data is showing and using it to improve.” In time, Sentara expects all of its major suppliers to be ISOcertified or ISO-compatible. And why not? Plenty of other industries – as well as many medical manufacturers – already are, he says. “I have reviewed several of our suppliers who have ISO certifications that are specific to their industry. That is acceptable, as long as their quality management system mirrors what we are looking to achieve.” Last year, Sentara hosted an ISO retreat for its top vendors, which collectively represent 40 percent of the IDN’s spend. A follow-up session is planned for this year. In addition, Sentara is plan-
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April 2018 | The Journal of Healthcare Contracting