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Diana Bradley, Staff Writer | December 19, 2012
On top of all this, we have employed “adaptive design” – a rapid problem solving methodology that seeks to pull waste out of the system one problem at a time.
DMBN: Do you find interacting with leaders (CEOs, CAOs, etc) from other hospitals/health care facilities will be beneficial to your center? How so?
GB: Absolutely; Palomar Health does that already. We are a member of the VHA Inc. — a national network of not-for-profit health care organizations that work together to drive maximum savings in the supply chain arena. We work closely with purchasing cooperatives that have expanded into other areas, actively striving to standardize products, and get, with member hospitals, the best price we can for certain products and services we utilize.
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In my case, the CAOs and CEOs get together on a quarterly basis and address various topics important to us individually, sharing experiences and strategies going forward. This has been instrumental in getting ahead of things and not falling into the same traps others may have fallen into that have come before us. And that’s in addition to the California Hospital Association (CHA) or the American Hospital Association (AHA), who are also addressing these issues, but tend to be more focused at the legislative level — AHA nationally and CHA statewide.
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