Strategic Value Analysis In Healthcare

Greetings!

I’ve just heard one of the best definitions on LEADERSHIP, so I had to share it with you. It explains simply and succinctly what qualities you need to be a great leader in any discipline including supply chain management. This comes from Jonathan Alter author of the new book about President Franklin D. Roosevelt leadership qualities, “The Defining Moment: FDR’s Hundred Days And The Triumph of Hope”. Here is it!

Leadership definition: Grand Vision, Never Ending and Personalized Communications and Flawless Execution of Your Vision

Now let’s relate this definition to your own supply chain management operations using these four leadership qualities for success: (i) have a vision where you want to be in 2, 3 or even 5 years with your supply chain of the future, (ii) communicate your vision repeatedly and habitually to your executive management team, department heads and managers, and your own staff, (iii) show them by personalizing what’s in it for them and, (iv) carefully plan and execute your vision as near to perfection as is humanly possible to build trust that your vision will work and does work.

If you are missing any of these four leadership qualities with your supply chain management program the road to success will be bumpy, filled with potholes and rough going. As opposed to it being a smooth, level and an easy ride for everyone that you have persuaded to be on your supply chain of the future journey with you.

Your Partner in Supply Chain Savings,

Robert T. Yokl, President and CEO

P.S. $65 off the Ultimate Value Analysis System, Only if You Order before May 31st.

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Does A Lot Of Activity And Effort Equate To Value Analysis Success For You?

“Don’t Confuse Activity And Effort With Your Value Analysis Success”

Does activity equate to success? I’m seeing a lot of activity with value analysis teams at hospitals, systems and IDNs throughout the country. Does this mean that these teams are successful or just in an activity trap (A lot of activity, but very little in supply savings results for their efforts!)

The truth is that when I have the opportunity to audit these same value team’s organizational structures, minutes, savings reports and interview their team leaders, I find that these teams have spent hundreds of hours annually in meetings but have little to show for their efforts in supply savings. Worse yet, many teams that I visit can’t even find documentation on how many dollars they are saving annually.

Don’t confuse activity and effort with success! There are only two criteria for a successful supply value analysis program that you should be measuring. First and foremost is documented, not implemented savings. The second criterion is a change in your hospital’s culture from “best price” to “best value” thinking, which will bring about even more savings for your supply value analysis program – over the long term.

Think about activity and effort this way. Activity and effort makes your management think you’re doing something about savings, but it won’t win you any awards, recognition and bonuses. Only HUGE documented savings results will!

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