Home' The Source : Second Quarter 2013 Contents MEMBER PERSPECTIVE
The Source: Were you well-prepared for the storm?
Girling: We knew the storm was coming, and we were well-
prepared. We made calls over the weekend to our HealthTrust
vendors Baxter and Cardinal, and they did an exceptional job to
make sure multiple days of supplies were here in time. We never
experienced a supply shortage.
Unfortunately, there was one item that we didn't have that
wasn't on our list: a high pressure extension set for IV tubes for
CT scans and certain injectors.
When we realized that, we called MaryBeth Kuenne from
Baxter. She drove from Morrisville, Pa., to Freehold, N.J., to
make sure we had the product. And that's not all she did. The
surrounding area went about three days without gas or power,
and there were no gas stations open, meaning our nurses
couldn't go anywhere. Kuenne filled gas cans for us and went
back and forth from Pennsylvania several times to make sure
our nurses had enough gas to get to and from home.
As a result of such great service, we ended up converting to the
Baxter high-pressure tubing/extension set.
The Source: What were some of the lessons you learned?
Girling: Our emergency plan was enacted on the Saturday
before the storm, and it held up pretty well, particularly the
supply chain. We didn't run out of anything. Of course, there are
never enough D-cell batteries in the world, and we had di culty
getting additional batteries from our regular vendors, but a local
Sam's Club with whom we had a relationship came through and
donated 2,000 batteries. Of course the moment they arrived the
lights went on, but we now have plenty of D-cell batteries in our
emergency stock. Ultimately, we learned we need a mechanism
to secure batteries and other important equipment and supplies
that are critical and desirable in a disaster.
We learned how important it was that we had critical contact
information in multiple media, including good ol' paper. We
didn't have web or network computer system access, so I was
using my iPad and cell. Thankfully I had cellular back up. •
In the Quarter 1 2013
feature on emer-
we asked if any
members had a related
disaster response story to
tell. Jane Girling, assistant
vice president of materials
management at CentraState
Healthcare System in
Freehold, N.J., responded with her experiences in the aftermath
of Hurricane Sandy. Girling was impressed by the collaboration
and tenacity of a Baxter sales representative who came to her
hospital's rescue during a time of chaos.
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MEMBER SUCCESS STORY
lower operating costs---were a welcome addition. One major
benefit of saving millions of dollars is that the RWJ University
Hospital has been able to invest in new programs, additional
services and medical technology.
By moving to HealthTrust's broad contract portfolio---and
taking advantage of HealthTrust's industry knowledge---RWJ
University Hospital has been able to purchase state-of-the-art
medical tools at a ordable prices. For example, the organiza-
tion recently purchased technologically advanced imaging
equipment that allows experts to capture biplane imaging
of patients with neurological disorders so they don't have
to undergo invasive procedures to find treatment options.
This year, RWJ University Hospital has opened a new wound
care center and a fitness and wellness center. It also plans to
extend its reach in the community by implementing new physi-
cal therapy and rehabilitation services throughout the region.
Although the squeeze of sequestration and changes related
to Medicare and the A ordable Care Act have made working
in health care more di cult, Joseph plans to push through
and continue growing.
"We're going to be challenged, but we are positioning
ourselves with continued smart buying, continued contract
penetration and Lean principles," he says. "We're not taking
a bunker mentality. Instead, we're going to expand our reach
and our programs all the time."
Joseph says that the significant savings realized by the
RWJ/HealthTrust partnership means the organization has
the capital to invest in new programs. Last year, the company
posted a $28 million profit. This year, Joseph's goal is to
obtain $15 million in savings through increased e ciency.
"To make a profit, you have to start by making an organi-
zation more e cient and e ective," he says. "HealthTrust
has been on site several times, and they are always quick
to respond to my questions about what we can do better.
They are truly a great partner." •
"WE'RE GOING TO BE
CHALLENGED, BUT WE ARE
POSITIONING OURSELVES WITH
CONTINUED SMART BUYING,
PENETRATION AND LEAN
PRINCIPLES. WE'RE NOT
TAKING A BUNKER MENTALITY.
INSTEAD, WE'RE GOING TO
EXPAND OUR REACH AND OUR
PROGRAMS ALL THE TIME."
40 The Source | Second Quarter 2013
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