It’s easy to assume robotics are the better choice when it comes to patient care, but hospitals must examine closely these assumptions to determine if the robotic procedures are cost-effective as well as beneficial to the patient.
Data shows that people are avoiding their doctors’ offices for routine care because they are concerned about acquiring the virus there. This includes parents not bringing their children in for regular check-ups and vaccines and therefore, they are not receiving routine vaccines in a timely manner and increasing their risk for preventable diseases.
Each year in the U.S., approximately 700 women die as a result of pregnancy-related complications, according to a report recently published by the Centers for Disease Control and Prevention. The leading complications, maternal hemorrhage and severe hypertension/preeclampsia, make up 21.4% of all reported pregnancy-related deaths. Fortunately, they can be treated with early detection.
While there has been frequent and significantly negative news associated with COVID-19, when it comes to safety, many hospitals have seen their “gift horse” or, perhaps more appropriately, a silver “safety” lining to this pandemic.
Clinical-supply integration (CSI) has become a recognizable concept for many health care organizations as they continue to focus on performance improvement. But many are unsure how to operationalize a CSI model that fits their organization.
John D. Rockefeller oncesaid, “Don’t be afraid to give up the good to go for the great.” It’s hard to argue with Rockefeller’s successful approach to business. To apply his philosophy in supply chain, we need to rethink our approach to product decision-making.
Traditional value analysis committees have been making decisions on the purchase of clinical products and services for years. Typically residing in the supply chain department, these value analysis programs have not always been efficient.
While clinical-supply integration is a more sophisticated version of value analysis, both strategies require oversight. CSI necessitates additional attributes in order to be successful, such as a triad governance, accurate data insights, peer reviews, and a sustainable process that drives continuous improvement
For years, health care supply chain professionals have been charged with balancing cost, quality and clinician preference when introducing new products and technologies to the organization. We often refer to this process as value analysis work and, more recently, it’s been referred to as clinical-supply integration. Is there really a difference between the two concepts?
In addition to caring for critically ill patients, caregivers and support staff are battling changes to workload, shortages in necessary PPE and concern for the safety of their own families; all leaving them vulnerable to extreme stress.
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