William Stitt, CHL CRCST CMRP FAHRMM Vice President, Materials
Management Robert Wood Johnson University Hospital New Brunswick,
NJ Phone: 732-937-8572 Email: [email protected]
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Defining credibility within the healthcare supply chain: Why is
it important? How do we use it? How we build credibility
Credibility in Action Relationships Questions and
Answers/Discussion
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Someone attending the session today will win a fabulous
prize!
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The quality, capability, or power to elicit belief. The degree
to which a communicator or communication is believed by the
recipient. The credibility of such a message will be increased if
delivered by a communicator who is expert, trustworthy, and
appealing.
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Maintaining credibility is paramount to a sustainable and
successful supply chain when interacting with: Administration
Customers Staff Physicians Vendors
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The ethical debate Creating and fostering an environment of
trust Ongoing support and buy in Career advancement
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Contracting/Negotiation/Sourcing Strategic and operational
planning Management of day-to-day operations Value analysis
activities Building a strong internal team Engaging
physicians/clinicians in cost reduction efforts Designing and
implementing process change Reporting and analytics
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Setting reasonable goals and objectives Data driven decisions
Provable results Communicating challenges and barriers Bring
solutions along with the issues Take and create ownership Embrace
an ROI/cost benefit methodology Meeting timelines and
deadlines
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Scenario: You have to report cost savings results to your
Administrative Team. To make it easy, you compare total February
expenses against March expenses (which are less) and report the
difference as savings. Does this activity help your credibility?
Why or Why Not?
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Attention to their needs Explain why Communicate the big
picture Be flexible Do not take the easy way out Communicate what
you can do and what you cannot Do not shift responsibility
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Scenario: Your organization decides to implement a point of use
system for supplies. To gain buy in, you tell them if they use the
system, they will never run out of product for their patients. Is
this a good way to use your credibility? Why or Why Not?
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Set clear expectations Be consistent Focus on the facts Explain
the methodology and the reason Visibility Empowerment Collaborative
problem solving
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Scenario: As part of an organizational redesign, you determine
that the work flow and schedule in Distribution needs changed.
Since you know what needs to happen, you make the changes and post
them in the department one week prior to the go live date. Is this
an appropriate strategy when building credibility with your
staff?
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Patient/Outcome focused Balancing clinical and financial
factors Practice product decision neutrality Embrace the value
proposition Data driven discussions Alternatives Reimbursement Be
well informed
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Scenario: Your organization has standardized to a particular
type of Trocar. A physician requests an alternate product from
another vendor. You send a memo stating your denial of this request
due to the internal standardization initiative. How has this
helped/or hurt your credibility with the physician?
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Clear communications State your intended outcome Start and end
meetings on time Avoid posturing Demonstrate operational knowledge
Know the marketplace Negotiate in good faith Honor your commitments
Be conscious of PRECEDENT
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Scenario: Your department has rolled out a capitated matrix for
orthopedic implant purchases. Although you have adopted a one price
for all approach, a primary vendor with a strong physician
relationship refuses to participate. They offer a price within 5 %
of the matrix as their final offer. All other vendors have met the
price and will participate. What is the best way to handle this to
preserve your credibility? What are the ramifications?
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Demonstrating credibility fosters long-term relationships
Relationships rooted in credibility have the potential to challenge
the norm and set new standards Allow you to focus on the facts and
the outcome, rather than personalities or secondary issues Develop
relationships that enhance your strategic position outside of
traditional supply chain activities (revenue cycle, nursing,
support services) Adopt a resource or consulting approach in
relationship building!
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Be able to explain the results/outcome and how they were
achieved Teach the methodology Utilize consistent processes for
data capture and reporting Reference past performance as well as
current achievements (trending)
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Initial credibility can be assumed, ongoing credibility must be
earned Be conscious of dynamics that can undermine your credibility
Decisions set precedence Credibility extends not only to actions,
but to documentation and reporting
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What are some other ways we can create credibility within the
supply chain?
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Someone attending the session today will win a fabulous
prize!.
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Thank You for Attending Tonights Presentation Travel Safe!