Making the Case for Providing Supply Chain Education Colleen Cusick , DNP, MBA, RN, FAHRMM Interim Sr. Director, General Services & Director, Materials Management The Johns Hopkins Hospital July 19, 2019 1
Learning Outcomes • Discuss importance of providing education to both supply chain & clinical staff • Determine what education you want to provide • Describe how to develop an educational program • Review data from a quality improvement nursing education project 2
Supply Chain’s Complex World 3
Here’s a Thought! • Majority of US jobs fall somewhere in a supply chain – Procurement – Logistics – Operations – Marketing – Sales – Service – Customer Service 4 https://blog.foster.uw.edu/5-reasons-pursue-career-supply-chain-management /
Audience • Incumbent Supply Chain Staff • Nursing Colleagues • Other Clinicians • Future Workers – Others Staff ~ Interns ~ School Career Days 5
Supply Chain Education for Us Formal Informal – AA, Bachelors, Masters, – On-the-job Doctoral Degrees – Orientation/Onboarding – Certifications (CMRP, – On-going Competencies FAHRMM, etc.) – Train-the-Trainor – Continuing Education – Internal Departmental (CEUs) Education – Conferences/Webinars – Scenarios – MASHMM – Best Practices Networking – AHRMM – Journal Club 6
Education Enhances Engagement • Training • Professional Development • Career Opportunities & Advancement • Leadership Encouragement • Engaged Behavior - Show a passion for learning • Organizations make investments to make employees more successful • Incorporate meaning, variety, autonomy • Understand contributes to the organization 7
Develop a Culture of Learning • Advocate for learning • Investment • Cultivate a learning environment • Be an educational role model • Provide resources • Take Advantage of existing programs • Support the time commitment • Share knowledge • Move beyond lecture format
Type of Learner 9
Supply Chain Topics • Supply Chain Basics/Language/Processes • Healthcare & Supply Chain Trends • Customer Service/Telephone Etiquette • Cultural Competency • Recalls • Substitutions • Defective Products • Product Safety • Cost Savings Opportunities • CMS Regulations/Maryland GBR/Waiver 10
JHH Provides Training • Nursing & Clinical Educational Offerings – Supply Chain 101 – Advanced Pyxis Reporting – Nursing & Physician Pyxis Training • Hospital Based – Manager, Supervisor, Group Leader Cohorts – MyLearning • Internal Supply Chain – Materials Management Supervisor Training – Group Leader, Zone Coordinator, & CSR Training – Receiving Safety/Pallet Jack Training – Towline Safety 11 – Field Trips
Vendor Colleagues • Medline: 4 Weeks/Annually/Off-site • Baxter: MyCareer@Baxter portal & A.C.E. (Align/Check-in/Execute) program • Johnson & Johnson Procurement Leadership Development Program 12 • Owens & Minor: Monthly training on various topics
AHRMM 2018 Stats • Educational Budget: 54% • Paid Professional Development: 49.4% • Paid Professional Association Dues: 47% • Tuition Benefits: 63.2% Statistics are based on AHRMM members who responded to the annual survey & includes providers & affiliate representatives. AHRMM Comparison Report of the Compensation Survey 2015-2018 13
What is Stopping You! • Determine value to your institution & department • Identify audience • State educational goal(s) • Create outline • Harness content experts & vendor colleagues • Plan timeframe • Develop presentation • Obtain feedback & evaluate program • Just do it! (With apologies to Nike!) 14
Nursing & Clinical Colleagues https://www.beckershospitalreview.com/supply-chain/why-the-supply-chain-is-a-health-system-s-most-untapped- resource-and-how-to-unlock-its-value.html 15
Education for Clinicians • Nurses are the largest hospital staffing component • Health care environment needs to be conducive for nurses to care for patients • Support services provide vital services to support patient care activities • Staff needs a variety of supplies & equipment in a timely manner *Reference: AACN, n.d 16
Background • A knowledge gap about what supply chain support services and processes do and cannot do leads to misunderstandings, frustrations, and distrust for the non-clinical operational side of the business of healthcare. • SWOT Analysis • Availability of supplies & other supply issues is a problem for nursing staff. • Knowledge gap points to a need to provide learning opportunities about supply chain operations. • A literature review points to nursing dissatisfaction related to support services (AONE & Aramark Healthcare, 2009). 17
Significance • Lack of formal supply chain training – Increase patient care time – Reduce unsafe supply work-a-rounds – Reduce work dissatisfaction – Increase collaboration with supply chain staff • Accountability for supply costs * Reference: O’Connor (2012) 18
Literature Synthesis Analysis Strengths Weaknesses & Limitations • Common Themes • Limited articles related to – Work-a-rounds project topic – Time away from patient care • Limited interest in the topic – Industry groups vs. single • Lack of scholarly rigor hospital • Publications by • Same results manufacturers’ – Nursing dissatisfaction representatives – Conflict of interest – Possible bias • Evidence-based: – VII: Expert opinion* * Reference: Polit & Beck (2008) 19
Evidence Based Practice 20
Concepts Basic Supply Chain Education: A Program for Nurses Supply Chain Interactions Processes Basic Supply Chain Education: Financial Impact Patient Outcomes A Program for Nurses Education Safety 21
Theoretical Framework • Kotter’s 8-Step Change Model – Increase effectiveness & efficiency – 3 Major Areas • Creating a climate for change • Enable & engage the organization • Implement & sustain change 22
Kotter’s 8-Step Change Model Steps Kotter’s 8-Step Change Model DNP Project Create Sense of Urgency At Health System level, many supply chain changes are 1 happening that affect clinicians Build Guiding Coalition Support needs to come from both supply chain & nursing 2 leadership Form Strategic Vision & Initiatives Include nursing & other clinicians in future educational offerings 3 Enlist Volunteer Army Nursing leadership will encourage front-line staff to attend 4 educational programs Enable Action by Removing Barriers Allow time for RN participants to attend the class during work 5 time for the project phase Generate Short-Term Wins DNP project’s success would be measured by knowledge gain 6 & increased satisfaction Sustain Acceleration Plan additional new supply chain course for RNs and other 7 clinicians Institute Change If successful, discuss ways to have more RN involvement in 23 8 classes Reference: https://www.kotterinternational.com/8-steps-process-for-leading-change/
Methodological Framework •Develop supply chain • Increase front-line RN educational programs supply chain knowledge from •Develop assessment baseline to 10% by tools implementing a •Implement the 4 supply chain educational sessions educational program • Carry out test for RNs • Document problems • State objectives of and unexpected the test observations PLAN DO • Make predictions • Begin analysis of • Develop a plan to the data carry out test ACT STUDY • Disseminate results via • Analyze pre- & post- paper, presentation, & program survey results poster • Complete the analysis of • Plan additional classes the data • Adopt the change / • Compare data to • Abandon the change / predictions • Run through cycle • Summarize what was again, under different learned conditions, materials, August 1, 2019 people, or rules
Programs & Surveys 25
Data Collection Assessment Tools • RN Participants: – Educational program paper pre- & post-surveys – Qualitative demographics – Collect & document questions asked & comments from educational sessions • Cohen’s Kappa Statistic Validity Test: – Tests interrater reliability – Undergird the survey tool development 26
Data Analysis – Survey Validity Testing DNP Project: Survey Validity Testing Results Cohens kappa Statistic Survey Raters Total % Agreement Agreement By Chance Agreement Not by kappa Result Chance Rater 1 0.90000 5.53333 0.87738 Near Perfect Agreement Rater 2 1.00000 0.18778 1.00000 Perfect Agreement Rater 3 0.93333 0.18667 0.93291 Near Perfect Agreement Rater 4 0.93333 2.20222 0.93291 Near Perfect Agreement Reference: www.statisticshowto.com/cohens-kappa-statistic/ 27
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