HD in the Surgical Suite

Going high definition is all the rage in the consumer world, in terms of televisions and computers. But is that visual advancement really necessary in the surgical suite – especially if you’re paying at least a 30 percent premium for the privilege? Certainly, going digital is all the rage because of the data transmission and visual improvements it offers but the term “digital” can be a misnomer. If you’re not wired both to receive and send digital signals, but can only do one or the other, you’re not digital. As a result, you’re not realizing fully the benefits that digital technology has to offer. By the same token, you have to be wired properly to receive and send high-def signals. But if you already have three-dimensional imaging capabilities (or even if you don’t) what does high-def really do for a surgical team in the OR, in terms of providing better patient care?

Redesigning CS/SPD

An effective and efficient central service/sterile processing and distribution department can make or break a healthcare facility. One misstep could lead to a device malfunction, a device not performing the way it was designed, or worse yet, deadly patient infection. By the same token, operational challenges could negatively impact performance and productivity, making it a drain on resources. So if you were given carte blanche (money no option) to redesign how a CS/SPD should operate, what would you do? If you could create the most futuristic CS/SPD department via technology and human ingenuity, what would you do and why?

Infection Prevention Influencing Product Evaluation

Infection Control Professionals are no strangers to evaluating products and services of interest to their facilities, particularly as influential members of the product evaluation committee or the value analysis team. In fact, sometimes their experience and expertise leads them to put the kibosh on a particular product or service that they determine would negatively affect patient care and safety or would not improve outcomes measurably. How much influence and control should ICPs have in this process, say, over doctors, nurses and materials managers? What do you think and why?

Supply Chain Managers & the Revenue Cycle

Historically, bottom-line-focused healthcare materials managers are best known for controlling and reducing costs on the expense side of the balance sheet. However, a small but growing number of forward-thinking materials managers are crossing the aisle, so to speak, to work with key financial executives on the revenue side, too. Sometimes, the materials manager is driving the relationship; other times, the revenue cycle executive approaches the materials manager to become a partner. Depending on your facility’s financial situation, who should approach whom? Should materials managers confine themselves to traditional expense-related issues or should they also venture out to the non-traditional in proving their worth by generating revenue – even if they have more work to do in expense management? The bottom line: Should materials managers concern themselves with top-line issues? What do you think and why?