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WORK GROUP TITLE: UDI Capture Work Group CASE STUDY PARTICIPANTS: Jim Booker, Manager of Master Data Management, Supply Chain, Stanford Health Care CASE STUDY ORGANIZATION:

WORK GROUP TITLE: UDI Capture Work Group CASE STUDY PARTICIPANTS: James Phillips, Consulting Manager, DSI, the Office of Data Standards and Interoperability, Franciscan Missionaries of Our Lady Health System (FMOLHS) CASE STUDY ORGANIZATION:

A UDI Capture Work Group Case Study at the Beaver Dam Community Hospitals, Inc.

Bundled payments provide a single payment for a defined episode of care that is shared among the caregivers involved in the delivery of care, with the risk shifting primarily to hospitals. The logic is that this will promote better care coordination among the various providers, while reducing wide variations in both the cost of care and how care is delivered. Download Article

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

This is an executive summary of the case study published in the 2016 AHRMM CQO Report. Access to the full report is a member-only benefit. Not an AHRMM member? Join today.

As the Institute for Healthcare Improvement’s (IHI) Triple Aim continues to be adopted by hospitals and health systems as a framework for implementing major improvements, AHRMM has established a clear and important connection between AHRMM’s Cost, Quality, and Outcomes (CQO) Movement and the goals of the Triple Aim.

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In 2016, AHRMM convened the AHRMM CQO Task Force, a group of healthcare leaders collaborating to identify real world examples of supply chain’s alignment with the Triple Aim. The IHI Triple Aim framework was developed by the Institute for Healthcare Improvement in Cambridge, Massachusetts to describe an approach to optimizing health system performance (www.ihi.org).

AHRMM is offering a repository for leading and proven supply chain practices, case studies, and toolkits that are developed from a Cost, Quality, and Outcomes (CQO) perspective. The following CQO leading practice describes methods used to reduce costs, enhance patient care quality, and drive greater financial outcomes through blood product and service optimization, and was submitted by:

AHRMM is building a repository for leading and proven supply chain practices, case studies, and toolkits that are developed from a Cost, Quality, and Outcomes (CQO) perspective. The following leading practice was submitted by:

The Purpose of this white paper is to prepare Supply Chain professionals to better understand how to support navigating some of the risks and opportunities inherent in participating in the 340B Drug Discount Program.

This white paper was written as a recap of the AHRMM15 Cost, Quality, and Outcomes (CQO) Summit, held in August of 2015. The paper, which is split into four parts, opens with a review of the CQO Movement and description of activities conducted since its inception in 2013.

The surgical instrument management software (SIM) implementation began in October of 2003 and a Lean initiative to redesign processes began in October 2005. Implementation of all the initial recommendations was not complete until June of 2006.