Standardization of orthopedic hip and knee implants.

The standardization of orthopedic hip and knee implants was a collaborative endeavor by material management, orthopedic surgeons, and operating room nursing staff. The key concept was to eliminate paying list price for hip and knee implants and to standardize to one vendor and establish the hospital as the premier center for total joint replacement.

Materiel executives and the managed cost continuum in a capitated environment.

Strategies that involve supplier partnerships and pose high risk for both hospitals and suppliers are an increasing trend. The materiel management professional who is proactive and able to assess risks in a managed care contractual environment will be the winner as materiel management becomes a network function rather than individual hospital function.

Controlling inventory in a small specialty hospital.

Controlling inventory in a small specialty hospital has many parallels to controlling inventory in a large, acute care hospital. However, in a specialty hospital, there seems to be a plethora of specialty items that must always be on hand in ample supply. To achieve a significant inventory reduction, a strategic plan was developed that revolved around training sessions with the materiel management team, meetings with key hospital staff, and the establishment of two prime vendor contracts. In 1991, the annual inventory value in the general storeroom was approximately $2.3 million; in 1992, the inventory value was $1.6 million, and the projected inventory value for 1993 is $1.2 million. Implementing a just-in-time program to control inventory is best achieved through a collaborative effort with all of the materiel management team feeling a sense of contribution as well as receiving recognition from hospital administration.

Materiel management and reimbursement in the American Association of Eye and Ear Hospitals.

Simply stated, understanding how hospitals receive money enables materiel managers to save money. Reimbursement in the health care industry is a complex phenomenon, and the rules and regulations change annually, so that it is sometimes difficult to budget appropriately and estimate the hospital's bottom line accurately. The savvy materiel managers who can utilize the reimbursement concepts effectively will be highly regarded within their institutions.

A three-way corporate partnership for specialty hospitals.

Ultimately, the burden of escalating health care costs will be shared by all. A coalition of hospitals, suppliers, and group purchasing organizations possesses the power to communicate with each other as well as to ensure viability in the 21st century. Creative contracting will hopefully become the wave of the future in the health care industry.

The four Cs of a successful central sterile supply-operating room relationship.

Often, a director of materiel management's primary challenge is to transform a CSS-OR relationship that is plagued by criticism, cynicism, confrontation, and chaos into one that embodies communication, credibility, consideration, and consistency. The task, of course, is not accomplished overnight but rather through the development of strategic plans and periodic assessments to ensure that the four Cs become a reality.

A disaster's effects on material management operations.

No one should ever have to encounter a disaster of the magnitude of Avianca flight 052, Hurricane Hugo, or the San Francisco earthquake of 1989. However, we all learn about the appropriate preparation and response that is necessary for managing a disaster effectively after these events. The importance of material management functions in providing the resources for the implementation of direct patient care is often neglected, and recognition is rarely given to these heroes in a disaster situation.

Flat anterior chamber. A new test for external leakage.

A test for external leakage of the anterior chamber following iridencleisis is described and a case reported.