Efficiencies in Supply Management: Electrophysiology Lab Ann Burton, Conrad Kozak,Sabrina Olsen, Michael Uribe, Roger Russell, John Shea, and Michael Zima

Opportunity Statement Inventory management for the EP lab was a manual process. This resulted in excess supply inventory, multiple brands and types of catheters, outdated supplies, and missed patient charges. In May 2002, inventory reached $1.4 million. Project Goals: Implement automated just in time inventory process Achieve total inventory value of $400,000 Standardize physician practice for catheter selection Streamline process for patient charges

Most Likely Causes Manual inventory process Bulk purchase of supplies Potential for outdated supplies Potential for staff error Time consuming process for vendor purchase orders Manual charge entry process Delayed LUCI entry Potential for staff error Variation in physician practice Multiple catheter choices

Solutions Implemented Inventory of supplies Worked with Purchasing & Accounting Reviewed mismatched revenue/expenses Created unique chargemaster guides for each supply and assigned costs Limited Vendors Piloted Omnicell to manage inventory in October 2002 Implemented new processes for Inventory/Charge Management and Vendor Walk in Supplies using Scanners Expanded Omnicell use in January 2004 to create patient procedure charges immediately following the procedure

Inventory/Charge Management Process

Walk In Item Process

Total Inventory Value: Goal is $400,000

Null Transactions: Goal is 2.5%

Analysis Reductions Enhanced understanding of use of supplies Allows for review of best practice by physicians for catheter selection Improved budget process Setting stage to implement process in other areas of hospital

Recommendations & Next Steps Adjust par levels to achieve $400,000 inventory goal and reduce days of supply on hand Ongoing analysis of supply use for recommended best practice