SMI Group - Client Portfolio
Surgery Management Improvement Group brings over 20 years experience at over 450 customer sites. As a result we can successfully assist you in every phase of the surgery process including improving relationships between hospital staff and surgeons & more.
Hospital Management Solutions
SMI Group brings you experienced, dedicated clinical and business professionals who care about your hospital management. We will craft a winning strategy to successfully implement change for your organization.
SMI Group Consultant Staff
Our consultants are seasoned professionals with perioperative clinical, surgery business, sterile processing & high-level management experience with a combined total of sixty years of experience as hospital management consultants.
Surgery Consulting Services
More than half of a hospital's revenue is generated by its surgery center operations. Therefore, hospital administration must continually evaluate the delivery of its operating room services for efficiency and effectiveness.
Ambulatory Surgery Center & Program Development
SMI Group provides hospital and surgery center consulting services that provide ambulatory surgery program development & management solutions.
Hospital Case Management Solutions
Surgery Management Consulting Group improves hospital case management and operating room efficiency through effective operating room scheduling and planning
Materials Management in the Operating Room
In-depth analysis of Operating Room Materials Management processes to identify opportunities for both cost effectiveness and increased support to the overall surgery program.
Cost Reduction Tip #1
Don't take on too much at once! Start with custom packs and examine how much of what is included is utilized on every single case - eliminate items used less than 90% of the time.
Cost Reduction Tip #2
Assistance with the identification of physician practice difference can often be obtained from your high-volume sales representatives. Don't be afraid to request their help!
Cost Reduction Tip #3
Inventory Reduction: The key is using Business Data vs. an exclusively Clinical (and fear) Based Approach to Establishing Appropriate On-Hand Inventory Levels.
Case Volumes Increased by 5.1%
SMI Group facilitates several surgery program improvement teams focused on scheduling, patient flow & materials management. During the eight months since the project was initiated, case volumes have increased by 5.3%.
Medical Center Achieves $2.5M Financial Benefit
By improving operational efficiency to allow for the additional case volume and implementing an expense management program, the potential for over $7,000,000 in combined financial benefit was identified.
Sterile Processing at Four Facilities
SMI Group responded to these four hospitals' needs to improve central sterile processing operations to meet clinical and regulatory standards by reviewing their current programs and processes.
New Orleans Medical Center
As part of a consulting engagement focused on surgery program operational effectiveness, SMI Group's consultant assisted this hospital in identifying and implementing nearly $1.4 million in savings related to sterile processing and materials management.
New Orleans Medical Center
As part of a consulting engagement focused on surgery program operational effectiveness, SMI Group's consultant assisted this hospital in identifying and implementing nearly $1.4 million in savings related to sterile processing and materials management.
Medical Associations
Surgery Management Improvement Group offers an extensive library of medical, operating room, and other related clinical management and related online links and resources.
Medical References
Surgery Management Improvement Group offers an extensive library of medical, operating room, and other related clinical management and related online links and resources.
Materials Management in the Operating Room
In-depth analysis of Operating Room Materials Management processes to identify opportunities for both cost effectiveness and increased support to the overall surgery program.
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Materials Management in the Operating Room
BEST PRACTICE in SURGERY MATERIALS MANAGEMENT
OR Materials Management: The Cycle
Effective Management of OR Materials
OR Materials Management: Dual Focus
OR Materials Management Logistics Review
5 Major Aspects To Efficient And Effective OR Materials Management:
OR Materials Management Logistics Review
Organization and Staffing
- Roles relative to OR materials coordination should not place clinicians primarily with this responsibility.
- Staffing for materials management functions within the hospital storeroom is often greater than that dedicated to supply management within the OR, yet surgery supply expense and inventory can be greater than that of all the rest of the hospital.
- The lower an operating room's labor cost, the higher its materials cost;
- Adequate numbers and types of personnel are required to manage and control clinical supply usage and costs;
- Majority of surgery programs can reduce at least 25 percent of their supplies expense;
- To achieve this savings, it is essential to invest in and establish a cost management program.
Trends found from hospital to hospital:
OR Materials Management: Procurement
OR Materials Management: Distribution
OR Materials Management: Cost Reduction
Achievement of total cost reduction potential is a multi-phase process. The best results are achieved by undertaking the less sensitive (e.g., not surgeon preference items) opportunities first.
Cost Reduction: Inventory Reduction
The key is using Business Data vs. an exclusively Clinical (and fear) Based Approach to Establishing Appropriate On-Hand Inventory Levels.
Common Practice is for Surgery department staff to order "stuff" as needed, to order it infrequently because materiel management is not a clinician's priority nor desire, and fear of surgeons' criticism for "œrunning out" is paramount! Supplies are expensed when received; inventory just grows and grows.
Action: gradual shift of OR inventory from an expense item to "booked" inventory assets to booked assets that undergo formal review to establish usage patterns to build reorder points to a managed inventory.
Inventory Reduction: Transition
Managed Inventory: Outcomes
- One time expense "reduction"
- Recognition of expenses when used (rather than when purchased)
- Lower inventory, hence lower $$ tied up in supplies on shelves
- Better record keeping
- Reduced obsolescence
Cost Reduction: Preference Card, Custom Pack
& OR Back-table Utilization
Don't take on too much at once! Start with custom packs and examine how much of what is included is utilized on every single case – eliminate items used less than 90% of the time.
Examine preference cards the same way. Mark up copies of high volume doctors' highest volume preference cards. Identify items used 50% of the time and mark as "hold" rather than "open." Eliminate items never/rarely used.
Cost Reduction: Practice Variation Analysis
- Review Preference Cards and actual practice in order to develop a:
- Complete listing of resources routinely used by your high-volume surgeons.
- The analysis should incorporate:
- Clinical nurse participation.
- Case observation.
- Surgeon acceptance.
- All charge and non-charge items.
Practice Variation: Knee Arthroscopy.(Example)
Rewards Reflect Investment
SMI Group, Inc. P.O. BOX 7590 Ann Arbor, MI 48107-7590 734-327-4000 |
