Certified Materials & Resource Professional€¦ · CMRP Overview Session Disclaimer Please be advised that this is only an overview of the Materials Management Review Guide. It should

CMRP CERTIFICATION

Overview Session

Presenter

Presentation Notes

Intro- Donna 2:00-2:10 Purch/VA- Valerie 2:10-2:30 20 Inv/Distribution- Donna 2:30-2:50 Break 2:50-2:55 Support Services- Donna 2:55-3:10 15 IT – Valerie 3:10-3:25 Break 3:25-3:30 Finance- -Valerie 3:30- 3:40 10 Strategic Planning – Donna 3:40-3:50 10 closing- Donna 3:50-4:00

A Mark of DistinctionCMRP status allows you to:

Have a premier credential based on a sound assessment to distinguish yourself in an increasingly competitive marketplace.Enjoy the pride of recognition and knowing you are among the elite in the field of healthcare materials management.

CMRP Overview Session Disclaimer

Please be advised that this is only an overview of the Materials Management Review Guide.It should not be inferred that test items in the examination are selected from any single reference or set of references or that participation in this review session guarantees a passing score on the examination.

American Hospital Association Certification Center

• Governed by a Board of Directors• An independent body affiliated with the AHA• Certification Program Committee

– Content experts– Test development– Scoring and analysis

• Designed to test full scope competency of individuals involved in materials management

Eligibility - Concept In 2003, the CMRP eligibility requirements changed. The requirements continue to blend experience and education and are designed to include experienced healthcare resource and materials managers. (There is no membership requirement.)

CMRP Eligibility• Baccalaureate degree plus three (3) years of

associated healthcare resource and materials management* experience; or

• Associate degree or equivalent plus five (5) years of associated healthcare resource and materials management* experience; or

• High school diploma or equivalent plus seven (7) years of associated healthcare resource and materials management* experience.

CMRP Eligibility

* Associated healthcare resource and materials management includes persons who are involved in the materials functions of healthcare facilities; or are active in the healthcare materials supply chain, including manufacturers, vendors, distributors, consultants, and employees of group purchasing organizations.

Administration• Application for examination processed• Eligibility confirmation sent to candidate• Fees

– Members - $275– Non-members - $425

• Schedule appointment; reschedule once within 4 business days at no charge

• Reschedule within 90 days - $100 rescheduling fee

Administration

• Reschedule after 90 days must resubmit application and pay a fee of $275/members or $425/nonmembers

• Certification Valid for three (3) years

Administration

• Selected H&R Block computer centers• Photo ID (2 forms of ID)• Paper and pencil or computer-based

– 2 hours, -110 questions ( 10 pretest)• Results upon completion of computer-based• Certification

– Letter– Lapel pin– Renewal Application and Employer Notification Form

Exam SpecificationsThe AHRMM role delineation study identified real-world tasks that were grouped into categories and weighted to produce exam specifications.

1. Purchasing/Product Value Analysis – 25%2. Inventory Distribution Management – 20%3. Support Services – 10%4. Information Systems – 13%5. Finance – 12%6. Strategic Planning/Leadership – 20%

Exam Categorized

• Recall– The ability to recall or recognize specific

information • Application

– The ability to comprehend, relate or apply knowledge to new or changing situations

• Analysis– The ability to analyze and synthesize

information, determine solutions and/or to evaluate solutions

Test ItemsTo ensure reliability and validity, test items are: Written by experienced healthcare

resource and materials managers; Geared to test application of knowledge

- not just recall of facts; and, Reviewed annually to ensure clarity.

Measurement ExpertiseTo ensure the highest standards in testing, the AHA Certification Center engaged Applied Measurement Professionals, Inc. (AMP) to assist with: Test development; Test administration; and Scoring, score reporting, and analysis.

AdministrationThe CMRP Examis offered on computer at over 110 secure test centers throughout the U.S.

Scores are private. Only the test taker receives the scores.

Administration

Examination application is contained inside the CMRP Handbook and is available by downloading a copy from:

• The AHA Certification Center,www.aha.org then click on “Certification”; or

Administration (cont.)

• AHRMM’s Web site, www.ahrmm.org;or

•Call Applied Measurement Professionals, Inc. (AMP) at 913/541-0400

Healthcare Overview

• Reimbursement History– 1960/70’s “the good old days”

• Cost Plus– 1980’s

• DRG’s• Medicare Prospective Payment• HMO’s

– 1990’s• Healthcare Reform

Healthcare Overview

• Reimbursement History– 2000 - 2007– Healthcare Reform– Rising costs; % of GNP > 14%– Decreasing Reimbursement– Critical Access: reimbursement of cost– Physician Crises– Decreasing Access/Universal Access

Purchasing/Product Value Analysis

25 items ( Recall-10, Application- 10, Analysis-5 )

Administer and direct the program to purchase materials, supplies, and capital equipment.

Presenter

Presentation Notes

Welcome! Thanks for attending.


Act of Purchasing involves 4 steps:

1. Requisitioning2. Sourcing3. Negotiating4. Ordering

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Presentation Notes

Requisitioning: asking for what’s needed Sourcing : where does the item come from? Negotiating; pricing, terms, freight Ordering - seal the deal


• Requisition/Purchase Order Types– Stock– Non-stock– Electronic– Traveling– Blanket– Standing– Open

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Presentation Notes

Traveling Reqs: in house for repeat non-stock orders. Like the old blue cards that went from dept, to MM, back to dept – mostly not used anymore Blanket – not to be confused with Standing orders. Blanket are pre-negotiated annual quantities usually released upon demand Standing are specific amounts on a regular basis, maximum quantity not to be exceeded without a new PO. Example: lab items, tests, etc. Open- like handing over a blank check – not usually done. P-Cards are taking the place of open pos


• Freight Terms and Title of Goods– FOB Destination– FOB Shipping Point– FOB Destination, Prepay Freight, and Add– FOB Shipping Point, Freight Allowed

• Payment Terms and Conditions– 2% 10 days, net 30– COD– Credit Card/Purchase Card

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Presentation Notes

Destination: Supplier pays all and files claims for damages. Title transfers upon delivery. Shipping Point: Buyer pays all, files claims for damages. Title transfers upon shipping. Destination PPA: Supplier charges on invoice & files claims. Title transfers upon delivery Ship Point Freight Allowed: Supplier pays freight, buyer has liability for damages/loss. Best Option: Destination.


• Legal Aspects of Purchasing– Product liability– Wrongful rejection– Failure to deliver– Liabilities and warranties– Universal Commercial Code (UCC)– Robinson-Patman Act

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Presentation Notes

Liability: check OIG/FDA on a new product form/process. Special checks can be done on bone & tissue. Wrongful rejection: cannot refuse delivery for no good reason, such as an ordering error. Failure to deliver: start looking for other suppliers ! Liabilities/Warranties – always read the contract terms ! UCC – worthwhile to read over - or save in Favorites on your desktop. Robinson-Patman- learn this! Prohibits Price Discrimination. Not applicable to non-profits if purchased for their own use.


• Right of Possession– “absence of rightful rejection”

• Noted by agreement, delivery, use or payment

• Unconscionable Contracts– Unfair, one-sided but not illegal

• Liabilities and Warranties– Implied– Expressed

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Presentation Notes

Example: a scope sent in for repair is sold by the company who did the repair. Buyer has right of possession, but original owner has right to take legal action against repair company. Always best to bet your warranties in writing !


• Safe Harbor– Published in 1991 as an amendment to the 1972

Medicare Fraud regulation• Prohibits the following:

» Knowing and willful solicitation, receipt, offer, payment of remuneration in return for referral of Medicare patients

» Knowing, willful, payment, receipt renumeration to induce the purchase of goods/services which will be paid for by Medicare


• Safe Harbor requires hospitals to:– Report all discounts, free goods, warranties in

cost report, submitted to Medicare– Discounts are acceptable as rebates, credits.

Must involve goods sold.– Cannot rebate one item based on purchase of

another.– Cannot link incentive to furnish goods at no

charge if another item is purchased.

Presenter

Presentation Notes

Example: vendor offers to give a freezer if facility purchases only their product. This is not acceptable.


• Universal Commercial Code (UCC)– Established in 1952– Governs purchases in 49 states– Excludes services associated with products– Purchase of goods > $500 must be confirmed in

writing to be enforceable under the law– Statute of limitations is 4 years

Materials & Resource Manager’s “Tool Bag”

• Activity Based Costing (ABC)– A cost management tool to identify and allocate

overhead costs• Activity Based Management (ABM)

– Minimize costs, eliminate duplication– Continually evaluate new supply chain process

Using ABC/ABM procedures will help ensure maximum returns for efforts expended and costs that have been incurred.

Presenter

Presentation Notes

I submit that everyone here, regardless of formal title, is a materials manager. Each person who receives, directs, manipulates products “manages” the material. All activities have associated costs. Identification, measurement & management of the costs are crucial to any cost management program.


• Value Added Opportunities– Additional services offered as incentives

• Value Analysis– Functionally oriented process– Best and most economical procedures,

products, equipment, or services– Meet the needs of the user while reducing the

overall cost involved

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Presentation Notes

Opportunities could be biomed training at no additional charge, extended warranties at no additional charge, general inservices proviced. Value Analysis is not the same as product evaluation or product standardization groups.


• Total Delivered Costs– All aspects of the product cycle

• Purchase price, receiving, warehousing, delivery• Holding, value of money, pilferage, obsolescence

• Outsourcing– Reduce the overall cost– Increase the quality

Presenter

Presentation Notes

Outsourcing: will it REALLY increase quality and/or reduce cost? OR are experienced staff underutilized?

Inventory Distribution Management

20 items(Recall – 10, Application – 6, Analysis – 4)

Assure that the organization’s acquisition and distribution strategies and practices improve the overall healthcare supply chain system.

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Presentation Notes

--->An efficient inventory control system is essential to a MM program.


Inventory control should:Provide monetary savings Improve service levelsImprove internal operationsReview supply utilizationReduce wasteFully utilize MMIS

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Presentation Notes

---->IMPROVE INTERNAL OPERATIONS --By reviewing supply usage/turns –you can reduce inventory levels—which will save money --IF you eliminate Stock Outs –you can improve service levels --You can reduce waste by increasing turns and eliminating outdates. ( review no/slow move items) --Since Inventory Distribution Management is a big part of most MMIS, Inventory control enables you to fully utilize your systems.


Inventory – product on-handTurns – current asset that has been acquired by

cash and is yet to be consumedStock – may also be used to describe inventoryDetermined by dividing the total annual inventory

purchases by the end inventory valuePhysical inventory is the actual counting of supplies

and comparing the amount on hand with the amount on the financial statement

Presenter

Presentation Notes

2.------> Key ways to measuring Inventory control is by—1. Calculating Turns & physical counts.


Inventory can be counted two ways:Periodic countingDone at regular intervals (usually 6 or 12 months)

Cycle countingContinuously selecting subgroups to count Typically 10% of stock per month


Successful Inventory Control is to achieve balance between stock on-hand and need

Basic components to assist this are:Order quantityLead timeSafety stock

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Presentation Notes

-----------> Inventory control managers dilemma- How do I make sure I have enough supplies on hand for customers without tying up Cash?


ABC analysis – highest to lowest dollar “A” 10% inventory account for 70% of dollars “B” 20% inventory account for 20% of dollars “C” 70 % of inventory account for 10% dollars

“A” items are given the highest priority

Increasing the order frequency of “A” items has the same effect as increasing turn rate

Presenter

Presentation Notes

Use ABC analysis to determine ideal order quantity


Lead time = require/order/receive/distribute Safety stock- protection against stock-outSupply level calculations

Maximum/minimumEconomic order quantity

The greater the order quantity, larger the inventory. The longer the lead time, the greater the inventory. The higher the safety stock, the greater the inventory.

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Presentation Notes

Lead time calculation of supply demand from the time it takes to recognize a need and place an order to the time an order is received and ready for distribution. Safety Stock- inventory needed for protection against “Stock Outs” Each item is considered separately based on its importance in providing a service. Max= Min +Order Quantity Min=Safety stock + Lead time Economic order quantity (EOQ)=sq root of 2(F*S)/(C*P) F=fixed cost of placing and receiving an order, S= Annual usage, C= Carrying cost as a % of ave inv value, P=Purchase price of unit


Inventory ValuationLast in, First out (LIFO)Newest define cost

First in, First out (FIFO)Oldest define cost

Average costing inventoryWeighed average cost

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Presentation Notes

FISH- First in Still Here


Carrying Costs includes such areas as:Invested capitalHandling chargesStorageInsuranceCost of moneySpoilageData processing


3 Different Types of InventoryOfficialMaintained as assets on balance sheets

UnofficialExpenses upon receipt

ConsignmentHoused by the facility, purchased when used


Inventory StrategiesConsolidation ReductionStorage space

Inventory RatiosNot-In –StockFill-Rate% of Back-Orders

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Presentation Notes

Strategies for holding and placement of inventory- Consolidation strategy- supplies stored centrally in a limited number of storerooms under the control of MM. Vs. decentralized or Stockless, Just in Time. Inventory Reduction Strategy- Reduce inventory by using performance monitoring and other measurement systems. Both strategies really depend on how much space is available, where and transportation/distribution methods. ( Prime-sutures/non-prime-kleenex storage) TOS=% items that can’t be filled because of stock outs. =# line items requested and not filled/Total number of items requested (also called Warehouse denial percentage) FILL Rate-% of line items requested that are successfully filled =#line items filled/total line items requested % Back-orders( still due to the customer) = # line items backordered/total # line items requested ** a lot of systems do a fill and kill


Distribution MethodsRandom requestEmergencyPARExchange cartsCase cartsJITStockless

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Presentation Notes

Distribution- physical movement of products to end-users Random request- on demand by requisition Emergency request- requester calls or comes down for item PAR-periodic automatic replenishment-establish max qty for each item( usually based on historical usage)-scheduled check to restock back up to the Max qty (par) Exchange carts-costly to maintain identical inventory, storage required for second set, increased risk of injury to staff to deliver and exchange out carts. Case Carts- pulled for specific surgical case/physician using preference cards, pulled the evening before the case JIT- supplier ships in bulk to facility on predetermined schedule, facility breaks down and delivers to requesting departments JIC- Just in Case Stockless- vendor holds, ships, delivers and charges expenses directly to the requesting departments.


Inventory management in the ORIntense needDiverse usersLargest dollar volume“Unofficial”Preference itemsLow turn rate(out of control)

Presenter

Presentation Notes

Definitely a challenge

Typical Operational Supply Spend

Ancillary22%

Clinical38%

Support40%

Ancillary

- Lab Supplies- Radiology- Blood- Drugs

Clinical / Medical

- Anesthesia Supplies- Cardiac Implants & Supplies- IOL’s- IV’s- Med/Surg Supplies- Orthopedic Implants & Supplies- Pacers- Packs & Gowns - Prosthesis Other- Suture, Syringes & Needles

Support / Non Medical

- Dues and Subscriptions- Environmental- Food- Freight- General Supplies- Office Supplies- Purchased Services- Repairs & Maintenance- Service Contracts- Telecommunications- Transportation- Travel- Utilities

Changes due to Inpatient/Outpatient Mix???

Time for a Break• Take 5…………..

Support Services

10 items(Recall - 6, Application – 2, Analysis –2)

Sterile ProcessingLinen Management

Food ServicesPatient Transport

Universal Precautions

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Presentation Notes

How many of you have responsibilities for: ES Sterile Processing Laundry services- on-site Laundry or use linen service Food Services Patient Transport

Support Services

Overview of Hazardous Materials & WasteGovernment guidelines that control the handling and

transportation include:OSHA

Occupational Safety & Health AdministrationEPA

Environmental Protection AgencyJC (JCAHO)

Joint Commission & Accreditation of Healthcare OrganizationsDOT

Department of Transportation

Support Services

Chemical Hazards Communication Standard (CHCS) spells out employee “right to know” regulations

Education and trainingMaterial Safety and Data Sheets (MSDS)Use and location of safety equipmentPolicies and proceduresDocumentation and labeling

Support Services

Classification of Hazardous Materials/WasteSix specific classifications of waste

Non-hazardous, general solidHazardous

Corrosives, Flammables, Reactive/toxic chemicalsCytoxicMedicalPhysical hazardous

Sharps, Needles, GlassRadioactive

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Presentation Notes

Non-hazardous-solid waste- paper products used in the cafeteria. Cytoxic waste- waste from IV therapy Infectious/Medical waste- blood, mucous, other body fluids Radioactive waste- radioactive isotopes

Support Services

Medical Waste Disposal Steam sterilization Dry Heat Sterilization EtO sterilization Incineration Off-site disposal (landfill) Microwave techniques

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Presentation Notes

Steam- pressurized steam- inexpensive Dry Heat- not appropriate for most materials ETO- Ethylene oxide gas- low temp/humidity- gas is very toxic Offsite disposal – to processing plant who treats and takes to Landfill Chemical techniques- new techniques to neutralize waste at point of use—Type of Isolyzer used for wastes from suctioning in the OR that not only solidifies the waste but rendors it non-infectious and can be disposed as general waste instead of infectious waste.

Support Services

Linen SelectionSize (cut/finish)Fiber content (cotton, blend)Thread count (density of fiber)Weight of fabricColor (steadfastness)Quality/cost recovery (washing cycle)

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Presentation Notes

50/50 or 65/35 Poly/cotton blend Second generation blends of fibers- provide a barrier against HIV, Hepatitis Colored linen by dept- ex. Scrubs--- increases Inventory levels and Costs

Support Services

Surgical Linen Standards (AORN)Blood and aqueous fluid resistantAbrasive resistantLint freeMeet NFPA requirements Eliminate heat build upBe easily draped

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Presentation Notes

NFPA- National Fire Protection Agency

Support Services

Linen generalFlame retardant fabricsSecurity and identificationTransportation and storageChemicals and launderingInventory and trackingPounds per patient day/charge backOrdering and cycling

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Presentation Notes

Flame retardant fabrics: Purchasing linen for infants and children- flame retardant features Federal Flammability standard 784 –sleepwear sizes 0-14- flame resistant. Mattresses, mattress pads, drapes, carpet, trash receptacles and wall covering- regulated for flammability safety Security & ID- Establish Par levels, specific turn rates and do routine cycle counts, purchase frequently in smaller qty, clearly/boldly mark/iD. Bed Change Policy- one way to help control linen usage Transportation and storage and handling- clean and soiled linen Chemicals and Laundering- water, length of wash cycle, pre-flush, types of detergents, pH level of water, mechanical action, temperature.

Support Services

Overview of Sterile ProcessingDecontamination process:

Thorough cleaning procedureSortingPre-cleaningTransportationDisassemblyCleaningDecontamination

DisinfectionChemicalsUltrasonic

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Presentation Notes

Instruments should be put in a pre-soak (enzymatic cleaner) right after use to prevent contaminates (proteins) from drying on them Decontamination- items rendered safe for handling. Two steps: 1. Cleaning- removal of all visible and majority of non-visible soil to prepare them for safe handling and further processing 2. disinfection- Manual or Automatic (Mechanical) Mechanical cleaning includes: 1. Ultrasonic- high frequency sound waves. 2. Washer/disinfector- spray focused action. 3. Chemical Mechanical: (High level disinfection)- peracetic acid-rendors items disinfected not sterile.

Support Services

SterilizationThermal is steam or dry heatSteam safest, most practicalDry heat slower less even

Ethylene Oxide (EtO) Gas Require proper aeration

Maintenance of equipment by a professionalPackaging should allow max penetration

Presenter

Presentation Notes

Another type of sterilization- Plasma- Hydrogen peroxide gas plasma- limitations re: length and diameter of lumens and material compatability. Packaging- wrap, peel pouches, rigid containers. Tip protectors for sharp edges.

Support Services

Sterilization cont.Monitoring

MechanicalChemicalBiological

Documentation (Joint Commission)Maintenance recordsMonitoringStaff educationPolicies and procedures

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Presentation Notes

Parameters are time, temperature and contact. Integrators- react to several parameters of sterilization rather than just one. Biological- placed in the sterilizer in the most challenging position- run with first load of the day or with each load of implants (organisms) Chemical indicators such as tapes, only show that items were exposed to HEAT and NOT that they are Sterile—indicate Parameters have been met.

Information Systems


Direct acquisition and implementation of an automated, system-wide materials management information system.

Information Systems

Materials Management Information System (MMIS) includes: Purchasing, receiving, inventory Interfaces to:

Accounts payable General ledger Patient accounts Surgery Other clinical departments as determined

Selection Process Multi-disciplinary taskforce Identified processes Research marketplace Determine functionality requirements Develop RFP Demonstrations Develop project plan

Information Systems

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Presentation Notes

Compose a list of questions – gather questions from different areas of your MM departments. User friendly? Does platform allow for growth? Increase or decrease productivity? Training needs? And so forth….

Information Systems

Electronic Data Interchange (EDI) Transmit data between computer systems Standard communication protocols HIBCC (Health Industry Business Communication Council)

ANSI (American National Standards Institute)

ANSI x .12File Transfer Protocol (FTP)

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Presentation Notes

EDI- computer to computer - notes & comments not read by a person. FTP- transfers files between 2 computers, between client & server

Information Systems

Bar-Coding standards adopted by HIBCC “Code 39” or “Code 3 of 9”

EDI Data Sets most commonly used: 832-price catalog 850-purchase order 855-PO confirmation 856-advance ship notice/auto receipt 810-invoice

Information Systems

The Internet and Business WWW – world wide web XML – standard for internet communication HTTP – hypertext transfer protocol UML – unified modeling language URL – uniform resource locator LAN – local area network ERP – enterprise resource planning

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Presentation Notes

ERP combines business processes & data in a uniform information system. A lot of hospitals are leaning toward, or have moved to this platform.

Time for a Break• Take 5…………..

Finance


Finance and Accounting Principles used to better understand an organization’s

financial culture.

Finance

Balance SheetAssetsCurrent assets and fixed assets

LiabilitiesCurrent and long term

Owner’s equity or fund balancesMoney to fund future programs

Assets=Liabilities+Owner’s Equity

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Presentation Notes

Assets: statement of an organization’s worth Liabilities: stocks, bonds, long term debt due within 1 year

Finance

RatiosLiquidity ratioThe ability to pay bills

Leverage ratiosMeasure ability to meet long-term needs

Efficiency ratiosHow well assets are managed to produce a profit

Finance

Break-Even AnalysisRevenueFixed costsVariable costsVolume

( V x R = FC + VC x V )

Return on Investment (ROI)Revenue from investment resulting in profit

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Presentation Notes

Revenue – such as sales volume Fixed Cost - not related to volume Variable cost – increase as activity or output increases Volume – amount of activity such as sales

Finance

Value AnalysisLooks at the reduction of non-salaried expenses from a

multidisciplinary or team approachSome quantitative techniques used are:

Cost benefit analysis Life cycle ForecastingUnit cost In-use cost Environmental cost Impact of staff productivity

Finance

Value Analysis Application includes:Multidisciplinary approachUtilize brainstorming to problem solveBreaks down functionsIdentifies potential alternativesReviews the total delivered costPatient focused high quality approach

Presenter

Presentation Notes

Remember, this is the TOTAL life cycle of a product or process, not to be confused with product evaluation or product standardization. Birth to Earth scenario.

Finance

Retention of Health Information / RecordsLegal regulatory include:HCFAMedicareOSHAJC (JCAHO)Specific state regulation

Finance

Record Retention SchedulesPatient records adult 10 yearsPatient records minor statute of limitationsDiagnostic images 5 yearsFetal heart monitor 10 yearsRegister of birth permanentRegister of death permanentRegister of surgery permanent

Finance

Records for Materials Management:Capital budget purchasing 10 yearsConsultant contracts permanentLeases and rentals 5 yearsMaintenance and service 5 years Warranty contracts permanentPurchase orders 2 yearsRequisitions 1 year

Finance

Corporate Compliance ProgramsConflict of interest policyBackground check on employeesGuidelines for ethical behaviorState and federal statute associated with

Medicare and Medicaid

Finance

Asset Management ProgramFinancial analysisAcquisition vs. RentReceiptDistribution and trackingChargingMaintenanceReplacementDisposal

Strategic Planning/Leadership


Overview of using the principles of strategic planning and quality management to

manage customer services.


Plan – Control – ImproveSet goalsProvide infrastructureProvide resourcesQuality leadership and support

JC (JCAHO) Requirement for FacilitiesAlso need to know Patient Safety StandardsKEY TO YOUR FUTURE SUCCESS

Presenter

Presentation Notes

TQM--Edward Deming-underlying problem is in the PROCESS: Decisions must be based on the facts and data The people who know the work best are the ones who perform it. Groups of people working I teams can be more successful than individuals working alone. Teams need to be trained in a structured problem-solving process It is helpful to display information graphically Successful MM leaders must integrate customer service, strategic planning and quality management. We exist for the support of our customers. We need to understand their needs and exceed them. PDCA- Plan Do Check Act

Strategic Planning/Leadership12 STEPS

Identify customers Determine customers

needs Respond to customer

needs Quality goals to meet

customer needs Produce product/process Prove process

Measure and control Establish standards Identify problems Solve problems Measure success On-going process plan

CUSTOMER/PATIENT PROCESS

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Presentation Notes

ID customers- internal- staff w/in our department and external-all other departments and supplies Determine their need(s)-satisfaction surveys, meet with customers, develop MM customer guide with services provided, times/days of operation and staff. Respond to need by developing service agreements Establish quality goals that exceed the needs of the customers at a minimum cost. Develop a process that can help fill these needs Prove process capability- demonstrate that the process can meet the quality goals under most operating conditions Identify what you want to measure and control Establish and implement measurements and standards of performance. Identify and act on the variance between ideal and present performance Identify problems and work with customers to develop and implement solutions Monitor processes for success Keep the process going.


FrameworkVision – Mission – Principles

ImplementationGoals – Objectives - Strategies

ProcessAnnual Plan – Evaluation – Performance Reports

Presenter

Presentation Notes

Alignment of MM department vision-Mission-guiding principles with that of the Organization ID Goals, Outline objectives that will support the goals. Assign strategies/tasks that allow you to move toward your goal. 3 Keys to becoming outstanding service providers: education and training of staff, Reinforce Excellence, Open two-way communication between management and staff and between your department and customers

Frequently Asked Questions

Why is a true certification program important?

– Certification is important as it recognizes a level of competency. It is a way to express value to your employer.

– It encourages continued personal and professional growth in the practice of healthcare materials and resource management.


What makes this certification different from AHRMM’s Fellow of the Association for Healthcare Resource & Materials Management (FAHRMM)?– The American Hospital Association’s Certification

Center is independent of AHRMM and administers the certification.

– The CMRP is the recognized credential for the profession. Passing the CMRP demonstrates a mastery of a well-defined body of knowledge and is based on national standards.


– Fellow status is presented to Certified Senior or Certified Materials and Resource Professional (CMRP) members in good standing, who have met specified achievement criteria, and have submitted an acceptable, original unpublished paper on a current aspect of materials management.

– The requirements for Fellow are designed so that those who apply and attain this level must be persons of exceptional achievement as judged by their peers.


Certification is valid for three years. What happens after that?

– Renewal is obtained through 45 contact hours of continuing professional education or successful re-examination, at the option of the certificant.

For InformationObtain a Candidate Handbook by:

Visiting the AHA Certification Center at www.aha.org/certification; orCalling AMP (913-541-0400); or

Visiting www.ahrmm.org.

Distinguish Yourself

800+ individuals have the CMRP designation and the number continues to rise monthly.

Presenter

Presentation Notes

As of 3/31/09 800+ Doubled since last year (400+)

AHRMM 2009 Test

• No Test this year at AHRMM• Test is being revised

Distinguish Yourself

SUCCESSFUL CANDIDATESwill be recognized at AHRMM’s Annual Conference, and a letter will be sent to candidate’s employer by the AHA-CC, if requested.

Recognizing our Region CMRPs

WASHINGTON

• Jack Gallagher* ● Tom Guthrie*• Kevin Burns ● Adrian Paul Cushman• Kathi Pressley** ● Jason Moulding• Nancy Chester ● Tamie Stonke• Tony Carrillo ● Janelle Monell*


WASHINGTON• Roberta J. Wilson* ● Don Wolfe• Martina Blackett ● Ray Moore*• Max F. Rothwell ● Kelly O’Connell*• Scott Bradley Coleman*• Kristy L. Dawson ● Helene M. Schultz• George T. Ott ● Rick Swangwan*• Kevin Hunt ● Patricia A. Van Effen*


OREGON• Lisa M. Atkins* •Susan J. Gardner•Valerie A. Bailey** •Brett E Still•Shanna Oberbeck* •Gary Rakes•Tammie A. Shultz* •John Frasso •Kevin Swartout •Kevin Madison •Elizabeth F. Urbancic • Ernest C. Monts


ALASKA• Susan M. Turley• Christopher M Rutz• Cynthia Leeann Cohen•Lee M. Erickson •Mark Robert Lamey


IDAHO• Donna Bean** • Karen Heileson•Terri Hull

MONTANA• Kathy S Tokar •Bryan D. Buckridge•Stephen V. Redgate •Gerry L. Slingsby

Documents

Certified Materials & Resource Professional€¦ · CMRP Overview Session Disclaimer Please be advised that this is only an overview of the Materials Management Review Guide. It should