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1
Collaboration between blood services and hospitals
Gent, November 17, 2006
Jukka RautonenTiina Mäki
2
2
Conventional focus of blood service management
Donorselection
Asepticcollection
Screeningtests
Productionprocess
Adequatestorage+transp.
Usagepattern
Ris
k
Donorrecruitment
Contents of the bag, i.e.,”technical quality”
• All improvements cost money• What about the cost of stock-outs, delays,...
3
3
"New" issues to consider
Donorselection
Asepticcollection
Screeningtests
Productionprocess
Adequatestorage+transp.
Usagepattern
Donorrecruitment
Purchasing Logistics
Forecasting
Ris
k
4
4
Security and safety of the steps
Donorselection
Asepticcollection
Screeningtests
Productionprocess
Adequatestorage andtransp.
Usagepattern
Secu
rity
Donorrecr.
ILLUSTRATIVE
5
5
Some neglected areas
Purchasing
Logistics
• Savings potential >10% of purchasing costs• Influence the standards• Create alliances with key suppliers
• Savings potential >10% of total supply chain costs• Do not re-invent the wheel• Do not accept the present day constraints• Create alliances with key customers
Forecasting• Required for adequate SCM• Finding the right tools may prove to be difficult• Value judgements are tricky
6
6
Managing a blood service
• Maximize technical quality
• Everything else is secondary
• Improving quality is expensive
• Functional quality matters!
• Make informed trade-offs
• In many cases, improving quality saves money
• Re-design the value chain together with your customers
Purchasing
Logistics
Helpingcustomers
Servicemarketing
IT
HRD
Financialskills
Fromconventionalwisdom...
… to modernthinking...
… by acquiringa new skill set
7
7
Choosing the approach
Multiple dimensions driving high value chain complexity, e.g. tough requirements on delivery times, large variety of products
The nature of the opportunities make these difficult to address by one function/ player alone
Rapid sourcing focusing on supply
side levers
Strategic sourcing focusing on supply and
demand side levers
Collaborative approach addressing the entire
value chain
Complexity of value chain/
benefits capture
Complexity of value chain/
benefits capture
Level of criticalness for own business, e.g. total cost impact and operational impact
Value and growth potential of joint business
Supplier strength and market share
Strategic importance of category/ supplier
Strategic importance of category/ supplier
Low
Medium
High
HighLow Medium
Incremental value
Vs. effo
rt to capture va
lue Mutual willingness to
participate is a prerequisite for collaboration
Mutual willingness to
participate is a prerequisite for collaboration
Source: Booz Allen
8
8
Blood Service view
Multiple dimensions driving high value chain complexity, e.g. tough requirements on delivery times, large variety of products
The nature of the opportunities make these difficult to address by one function/ player alone
Rapid sourcing focusing on supply
side levers
Strategic sourcing focusing on supply and
demand side levers
Collaborative approach addressing the entire
value chain
Complexity of value chain/
benefits capture
Complexity of value chain/
benefits capture
Level of criticalness for own business, e.g. total cost impact and operational impact
Value and growth potential of joint business
Supplier strength and market share
Strategic importance of category/ supplier
Strategic importance of category/ supplier
Low
Medium
High
HighLow Medium
Incremental value
Vs. effo
rt to capture va
lue Mutual willingness to
participate is a prerequisite for collaboration
Mutual willingness to
participate is a prerequisite for collaboration
Blood bags
Office supplies
9
9
Hospital view
Multiple dimensions driving high value chain complexity, e.g. tough requirements on delivery times, large variety of products
The nature of the opportunities make these difficult to address by one function/ player alone
Rapid sourcing focusing on supply
side levers
Strategic sourcing focusing on supply and
demand side levers
Collaborative approach addressing the entire
value chain
Complexity of value chain/
benefits capture
Complexity of value chain/
benefits capture
Level of criticalness for own business, e.g. total cost impact and operational impact
Value and growth potential of joint business
Supplier strength and market share
Strategic importance of category/ supplier
Strategic importance of category/ supplier
Low
Medium
High
HighLow Medium
Incremental value
Vs. effo
rt to capture va
lue Mutual willingness to
participate is a prerequisite for collaboration
Mutual willingness to
participate is a prerequisite for collaboration
RBC
Office supplies
PlateletsFFP
10
10
Cost of blood to a hospital
52,3
1,24,5
5,0 0,2
1,4
3,2
1,16,8
2,14,0
6,2
10,0
3,6
2,5
39,5
0,3
12,8
0,2
0
10
20
30
40
50
60
Materials
Blood donation
Manufacturing
Transportation
Screening tests
Custom
er service
N.A
.
N.A
.
N.A
.
BS
total cost
Transp. to hosp.
Receiving and storing
Post-storage
Distrib. to other hosp.
Hospital laboratory
Hospital adm
N.A
.
Hospital total cost
Value chain total cost
FRC Blood ServiceFRC Blood Service HospitalsHospitalsM€
39.539.576% of total 24% total
52.352.3
Source: Disguised data from a joint project by FRCBS and several hospital districts
12.812.8
11
11
Cost of outpatient blood transfusion
Supplies
19 %
Variablelabor cost
17 %
Fixedlabor cost
18 %
Other46 %
Crémieux et al. Cost of outpatient blood transfusionin cancer patients. J Clin Oncol 2000;18:2755-2761
12
12
Goals of the "Ketju" SCM programme
• Cost efficient and reliable supply chain of blood products controlled by FRCBS
• Compatible information systems between FRCBS and hospitals – Inventory levels in different stages of the supply chain and
traceability of blood products, taking into account the information security and privacy issues
• Deliveries that match demand: FRCBS manages the inventories also in hospitals and delivers blood according to the need – blood product availability secured
• Cost efficient, optimized, and consistent internal operations in hospitals related to the management of blood products
14
14
Original three-year plan
20042004 20052005 20062006 20072007
MayMay JuneJune JulyJuly Aug.Aug. Sept.Sept. Oct.Oct. Nov.Nov. Dec.Dec. 1-31-3 4-64-6 7-97-9 10-1210-12 1-31-3 4-64-6 7-97-9 10-1210-12 1-31-3 4-64-6 7-97-9 10-1210-12
Basic study and
preliminary improvement hypothesis
Basic study and
preliminary improvement hypothesis
Planning of operating
model expansion
Planning of operating
model expansion
Implementation in large hospitalsImplementation in large hospitals
Implementation in medium-sized hospitals
Implementation in medium-sized hospitals
Implementation in small hospitals
Implementation in small hospitals
Agree on pilot supply chain
project
Agree on pilot supply chain
project
Pilot 1:
TAYS and KSKS
Pilot 1:
TAYS and KSKS
Pilot 2:
HUS
Pilot 2:
HUS
TAYS: Part of Pirkanmaa Hospital District ; KSKS: Part of Central Finland Hospital District; HUS: Hospital District of Helsinki and Uusimaa
15
15
Two pilot projects were completed
Customer + Central unitCustomer + Central unit
Order-delivery model
Inventory management
Demand forecasting
Internal transportation and deliveries to hospitals
Administrative routines
Allocation of overlapping activities between Blood Service and hospital
Order-delivery model
Inventory management
Demand forecasting
Internal transportation and deliveries to hospitals
Administrative routines
Allocation of overlapping activities between Blood Service and hospital
CustomerCustomer
Demand forecasting
Order-delivery model
Deliveries
Demand forecasting
Order-delivery model
Deliveries
Customer + ProductionCustomer + Production
Inventory management and control
Demand forecasting
Allocation of research responsibilities between Blood Service and hospitals
Deliveries
Allocation of production volumes between local units and central unit in Helsinki
Inventory management and control
Demand forecasting
Allocation of research responsibilities between Blood Service and hospitals
Deliveries
Allocation of production volumes between local units and central unit in Helsinki
22
1a1a
1b1b
Pilot 1
Pilot 2
16
16
Rigorous project management was used
Project plan and timetable
Key activitiesKey activities 3 4 5 6
Week
1 2 7 8 9
Kick-off
Description of current situation
Cost driver identification
Identification of improvement opportunities
Assessment of the size of improvement potential and prioritization
Description of new operating model
Development of implementation plan
Steering groupSteering group
Esa Leppänen/KSKS Erkki Seppälä/TAYS Jukka Rautonen/FRCBS Tiina Mäki/FRCBS Pertti Heinonen/Booz Allen
Esa Leppänen/KSKS Erkki Seppälä/TAYS Jukka Rautonen/FRCBS Tiina Mäki/FRCBS Pertti Heinonen/Booz Allen
TAYS project groupTAYS project group
Tomi Koski/TAYS Terttu Lehtiniemi/TAYS Tiina Mäki/Veripalvelu Päivi Gröndal/ FRCBS Mika Häkkänen/ FRCBS Tomi Ere/ Booz Allen
Tomi Koski/TAYS Terttu Lehtiniemi/TAYS Tiina Mäki/Veripalvelu Päivi Gröndal/ FRCBS Mika Häkkänen/ FRCBS Tomi Ere/ Booz Allen
KSKS project groupKSKS project group
Esa Leppänen/KSKS Leena-Kaisa
Mäkinen/KSKS Kaisu Känsälä/KSKS Tiina Mäki/FRCBS Päivi Gröndal/ FRCBS Mika Häkkänen/ FRCBS Tomi Ere/ Booz Allen
Esa Leppänen/KSKS Leena-Kaisa
Mäkinen/KSKS Kaisu Känsälä/KSKS Tiina Mäki/FRCBS Päivi Gröndal/ FRCBS Mika Häkkänen/ FRCBS Tomi Ere/ Booz Allen
Booz Allen support / Janne Näränen
Support resourcesSupport resources
Martti Pysäys/ KSKS Leila Ahtiala TAYS Tuija Kärppälä/TAYS Riitta Lahti/TAYS Mika Räsänen/FRCBS Outi Boman/ FRCBS Maarit Laakkonen/FRCBS
Martti Pysäys/ KSKS Leila Ahtiala TAYS Tuija Kärppälä/TAYS Riitta Lahti/TAYS Mika Räsänen/FRCBS Outi Boman/ FRCBS Maarit Laakkonen/FRCBS
Project organization & resourcesKey factsKey facts
TAYSTAYS KSKSKSKS
Part of Pirkanmaa Hospital District:– 34 member municipalities – 7 hospitals
Population in the area: 457 000 Blood product demand (10% of the
total in Finland):– Red cell demand: 9% – Platelet demand: 14%
Blood Service regional center is located in close proximity to the main hospital
Part of Pirkanmaa Hospital District:– 34 member municipalities – 7 hospitals
Population in the area: 457 000 Blood product demand (10% of the
total in Finland):– Red cell demand: 9% – Platelet demand: 14%
Blood Service regional center is located in close proximity to the main hospital
Part of Central Finland Hospital District:
– 30 member municipalities – 7 hospitals
Population in the area: 266 000 Blood product demand (4% of the
total in Finland):– Red cell demand: 4% – Platelet demand: 2%
Blood Service does not have regional centre in the city of the main hospital
Part of Central Finland Hospital District:
– 30 member municipalities – 7 hospitals
Population in the area: 266 000 Blood product demand (4% of the
total in Finland):– Red cell demand: 4% – Platelet demand: 2%
Blood Service does not have regional centre in the city of the main hospital
Key factsKey facts
TAYSTAYS KSKSKSKS
Part of Pirkanmaa Hospital District:– 34 member municipalities – 7 hospitals
Population in the area: 457 000 Blood product demand (10% of the
total in Finland):– Red cell demand: 9% – Platelet demand: 14%
Blood Service regional center is located in close proximity to the main hospital
Part of Pirkanmaa Hospital District:– 34 member municipalities – 7 hospitals
Population in the area: 457 000 Blood product demand (10% of the
total in Finland):– Red cell demand: 9% – Platelet demand: 14%
Blood Service regional center is located in close proximity to the main hospital
Part of Central Finland Hospital District:
– 30 member municipalities – 7 hospitals
Population in the area: 266 000 Blood product demand (4% of the
total in Finland):– Red cell demand: 4% – Platelet demand: 2%
Blood Service does not have regional centre in the city of the main hospital
Part of Central Finland Hospital District:
– 30 member municipalities – 7 hospitals
Population in the area: 266 000 Blood product demand (4% of the
total in Finland):– Red cell demand: 4% – Platelet demand: 2%
Blood Service does not have regional centre in the city of the main hospital
17
17
Roll-out – current status
22
1a1a
1b1b
Central hospitals (8-10,000 RBC/year)
• Order placement and fulfilment practices
University hospitals(15-40,000 RBC/year)
• Consolidated warehousing (by FRC) within hospital premises
• VMI? Outsourced blood bank?
18
18
Key lessons learned
• Costs are decreasing and quality is increasing!• Must use top level SCM expertise• Outsourcing (parts of) logistics may be necessary• Hospitals have been extremely positive – current
bottleneck is our own resources• Need to tailor the partnership agenda• IT systems are the biggest challenge – how to make three
(or more) systems talk with each other. This will introduce at least a 1-2 year delay to the program
• Probably must modify our own organisational structure
19
19
0
1
2
3
4E
telä
-Ka
rja
la
Mik
keli
Kir
urg
ine
n
Tö
ölö
Hy
vin
kä
ä
Jorv
i
Ke
ski-
Su
om
i
Ky
men
laak
son
ks
Ku
usa
nko
ske
na
s
KY
S
OY
S
Pe
ija
s
Sa
taku
nta
TY
KS
Yh
tee
nsä
Use of red cells in primary hip replacement operations in Finnish hospitals (2002)
Red
cell
un
its/
pati
en
t over 7-fold difference ???
20
20
What was done since 2002:
– a database was created of transfusions in Finland– ~70% of Finnish blood product use is currently in the
database – data is updated 2x/year
22
22
What data are collected from where?
Only existing hospital databases are utilized administrative registers laboratory databases hospital blood bank registers FRC Blood Service database (Progesa)
The data collected: surgical operations main diagnoses selected laboratory results the blood products given
The patient identification information (unique social
security number is coded)
23
23
Selection of the patients included in the database
Included are
patients who have blood orders
AND patients undergone surgical operations
AND patients with selected diagnosis (hematological, pregnancy or childbirth, trauma)
24
24
Optimal Use of
Blood, what do we do with all that data?
Reports published in web (by BS) Benchmarking
meetings (arranged by BS; doctors, nurses)
Hospitals' own analysts (trained by BS)
Publications, theses Recommendations,
guidelines?
25
25
Standard reports available in internet
published on Blood Service home page (www.bts.redcross.fi) (some examples in english as well)
Overall information on blood usage
Patient group comparisons between hospitals
TURPHoitojaksojen osuus, joilla annettu punasoluja
0
5
10
15
20
25
30
%
2002
2003
2004
2005
Transurethral prostathectomy, percentage of patients receiving red cells
26
26
Benchmarking days
• Personnel teams (doctors, nurses) treating, e.g., hip operations or cardiac surgery or childbirths etc. from different hospitals are invited
• The groups look for differences in their practices with a background list, most important differences are named
• The actions to be taken are agreed
• A follow-up session is organized 1.5 years later
27
27
Preoperative tests (blood counts etc), how controlled?Treatment of preoperative anaemiaAmount of blood reserved for routine coronary surgeryHb-triggers for red cell transfusion (preop., periop., postop.)B-Trom triggers for platelet transfusionFFP-transfusion triggersOperative techniquesAnesthesia-techniques, hypothermiaUse of blood savers/washersHow to reverse warfarin-treatment?Use of haemosthatic medicationLaboratory follow-upHospital guidelines on transfusionPatient's opinion (refuse/demand) on transfusionPatient discharge criteria
An example of a background list from heart surgery meeting
28
28
Use of the database by hospitals
• Hospitals are given an internet-connection to their own data
• One person / hospital is trained to use the analysis-tool (Ecomed)
• She/he can further analyse hospital's own data
own reports for personnel
recommendations
publications, thesis etc
29
29
What happened in the "high use" hospital
• Routine blood order for hip replacement was reduced to 2 units of RBC
• Preoperative iron was recommended • Restrictive fluid consumption preoperatively
30
30
Mean use of red cells in primary hip replacement HOW DOES IT LOOK LIKE NOW?
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5
Yksik
kö
ä
2002200320042005
Difference reduced to 2.4 fold
31
31
16 %
16 %
13 %
12 %
11 %
32 %
Verenkiertoelintensairaudet
Veren pahanlaatuisetkasvaimet
Vammat,myrkytykset jaulk.syyt
Muut pahan- jahyvänlaatuiset kasvaimet
Ruuansulatuselintensairaudet
Muut diagnoosit
Where does all the blood go anyway?Use of blood according to the main diagnosis
Diseases of the circulatory system B
Malignant diseases of the blood B
Injury and poisoning
Other neoplasms
Diseases of the digestive system B
Other
B=Benchmarking day organized
32
32
28 %
20 %
18 %
9 %
4 %
4 %
17 %Tuki- ja liikuntaelimet
Ruuansulatuskanava ja senoheiselimet
Sydämen ja rintaontelon suuretsuonet
Verisuonet ja imusuonijärjestelmät
Rintaontelon muut osat
Virtsatiet, miehen sukupuolielimet javatsaontelon takaiset kudokset
Muut toimenpiteet
Use of blood according to the surgical operation
Musculoskeletal system B
Digestive system and spleen B
Heart and thoracic vessels B
Peripheral vessels
Other thoracal operations
Urinary systems, male genitals, retroperitoneal
other (gynecology etc) B
B=Benchmarking day organized
33
33
Sex and age of transfused patients
0
2000
4000
6000
8000
10000
12000
Alle 17v 17v-30v 31v-44v 45v-64v 65v-79v yli 80v
Naiset
Miehet
A benchmarking day of blood use in elderly is under consideration
34
34
Should recommendations be given?
• IDEA: Experts from hospitals gather, discuss, write and publish recommendations
• FRC Blood Service could bring the experts together, but we would avoid making clinical recommendations
• Under consideration