Results Overview

The benefits of the BlueBin system are immediate—and they grow as you extend the program throughout your organization. Work typically begins in medical and surgical supply areas and is fully translatable to all areas, such as dietary, lab, and office supplies.

Current State

  • Compartmentalized Supply Chain Operations
  • Clinical staff heavily involved in supplies management activities
  • Push “best guess” Distribution processes
  • Redundancies, Rework, & shadow inventories
  • Basic Tools and Infrastructure
  • Basic/Traditional performance measures

BlueBin System

  • Focus on Total Cost of Ownership
  • Robust Daily Management System:
    • Kanban (Visual Management)
    • BlueQ (Data Driven)
    • Variance Control
  • Visibility and Control over All Spend, in All Areas
  • Disciplined Processes:
    • Standard Work
    • Accountability
    • Continuous Improvement

Program Goals

  • Unify Supply Chain Operations
  • 25% Reduced Storage
  • 99.9% Overall Fill Rate Eliminate Stat/Rush Orders
  • Thousands Clinical Hours Saved
  • 5-7% Reduction of Medical Supply Expense
  • 30%-50% Supply Chain Productivity Improvement
At BlueBin, we believe that the transformation of the supply chain is an organizational effort. It stands on the belief that those who manage the supply chain are not just another service department, but rather partners in the patient care cycle.

The BlueBin Project Management team assists in this transformational effort by ensuring the hospital’s internal supply chain team has the processes, training, and tools it needs to be successful. BlueBin’s dedicated project team engages both supply chain management and clinical leadership, demonstrating not only how to install and operate the BlueBin program, but also how to work together every step of the way, fostering improved communication and cooperation.

Communication

We believe that change should be “over communicated.” Our change management experts understand the realities that the hospital’s supply chain and clinical professionals face every day. We carefully craft our initial introductions, workshops, and training materials to ensure all questions are answered in a way that is never rushed or one-sided.

Readiness

We ensure the physical space is ready for the new solution as well as the hospital’s ERP and item profiles. Our onsite supply chain experts assist in readying the hospital’s external supply partners to ensure they are also ready for the rigor the new BlueQ Daily Management System will insist upon.

Planning

We plan implementation programs that achieve immediate results. With deep experiences in every area of the hospital, we can easily begin the transformation in the most complex areas of the organization (if that is where the need exists). A detailed implementation plan is maintained by our onsite Program Managers. Every cross-functional step of the transformation is planned with detail and absolute accountability.

Information/Data

Using BlueQ Intelligence, we extract data from the hospital’s MMIS (ERP) to initially define all of the supplies the areas to be implemented have consumed. Not just the fast moving items that are currently managed by the materials department, but all of the “other” items managed (ordered directly) by the clinical department. We then search the department for physical products that do not show up in the data, as well as interview the clinical staff to ensure we are capturing all of their supply needs.

Feedback/Input

Our onsite program management team also hosts “mock-events” with the clinical staff to ensure we have captured all of their supply needs and built a physical model that best supports their clinical workflow/needs. Mock-events not only gather the critical feedback the program needs to start off successfully, it allows every end-user to have a “voice” in the construction of the program.

Engineering

Engineering each forward supply location (node) to facilitate improved clinical workflow is a primary benefit of the program. 6S (workplace organization) events and working hand-in-hand with our clinical champions, ensures that the solution presented to the clinical department is engineered to best fit their specific needs.

Build & Implementation

We use tried and proven Kanban hardware components that last decades. Our unique build style is highly standardized yet customized to the physical challenges of the facility being transformed. Our build experts are held to the highest level of quality and never pose a disruption to the clinical area that is being installed.

Training

Our onsite lean six-sigma engineers ensure the hospital’s supply chain team is fully prepared (trained) to not only operate the BlueBin system, but sustain the program in a way that continually engages and improves.

Blue-Belt Certification

As the program is being planned, installed and operated, our onsite engineers will be certifying 1-4 (depending on the size of the facility) supply chain technicians as “Blue Belts.” Blue Belts are the facility’s experts on the BlueBin system. They lead the daily huddles, work with the BlueQ system to adjust par levels, train and audit the standard work of the program, and much more. They are masters of the process that have been trained to manage the program and build the program as well as we can!

Value

The value of the program is immediately recognized, although the highest value we (BlueBin) place on the program is happy clinicians! Other points of value include:

  • 5-7% reduction in recurring medical supplies expense
  • 25% reduction in inventory holding
  • 40-50% improvement in overall supply chain management efficiency

It is through these (and other) proven process steps that we ensure the transformation proceeds without interruption or rework. A primary objective of the program (as with any major change initiative) is to ensure that everyone involved remains excited about the work, and engaged every step of the way!

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