ABSTRACT
Materiel managers of today have survived the initial cuts brought about through mergers, closures, and acquisitions. Continued survival requires embracing change, practicing instant alignment, and leveraging effectiveness. This case study provides an example of taking a new approach to the old problem of product standardization and utilization reduction, and challenges all of us to bear the torches and "carry the fire."
Subject(s)
Materials Management, Hospital/methods , Technology Assessment, Biomedical/organization & administration , Cost Control , Equipment and Supplies, Hospital/standards , Hospital Administrators , Hospital Restructuring , Humans , Leadership , Organizational Innovation , Software Design , United StatesABSTRACT
In summary, it is the writer's opinion that a healthy bottom line and quality patient care can coexist. With today's economic pressures and with more and tighter controls and regulations being imposed by the government and regulatory agencies, providers (especially hospitals) need to be cost efficient and cost effective. Will the cost-containment measures necessary to maintain a healthy bottom line reduce the quality of patient care? They needn't. In point, such measures might actually increase the quality of care by avoiding wasteful clinical practices. Quality patient care comprises three basic elements: value, service, and compassion. To omit any one of these ingredients is to remove the quality from patient care. Should this happen, no cost-containment measure will be enough to sustain a hospital. Financial accountability is essential; quality care is imperative. Blended together thoroughly, they are the recipe to survival--for the hospital and for the patient.
