From the July 2020 issue of HealthCare Business News magazine
“Since the dangerously short supply of PPE was the No. 1 problem to solve, this topic became the first item on the agenda every day,” said Bowen. “Just like other health systems, we had extreme challenges getting PPE (N95 masks, procedure masks, isolation gowns, gloves, and face shields) and literally thousands of other items.”
Finding solutions
Following CDC guidelines, conservation efforts were also made by healthcare workers to keep N95 masks functioning longer, which reduced daily consumption by more than 50 percent and a move Bowen suggests other healthcare facilities take to keep national supply more robust. However, getting buy-in is also key to sustainment. “Create a culture where supply chain is everyone’s business, where conservation and good stewardship are promoted and valued.”
Other initiatives included partnering with a local clothing manufacturer to make reusable isolation gowns and implementing fabric masks. They also worked with Arizona State University to get 3D printed face shields and had access to the University’s web-based PPE Resource Network, which matches hospital needs with possible solutions.
Banner now has a “play book” they can turn to, and have also established new supplier relationships they can depend on. “The pandemic shines a bright light on the strengths and weaknesses of the supply chain information systems,” said Bowen. “Now is the time to evaluate the supply chain infrastructure to make needed improvements and to ensure it is prepared for the future demands.
“We have a bias for action; we try possible solutions, make mistakes, learn quickly from it, and continue the improvement process until we are satisfied with the solution,” continued Bowen. “Having a trusted team full of seasoned leaders that excel in a variety of skill sets allows for deep delegation of authority and responsibility to make decisions quickly and act upon them, which is exactly what is needed to successfully respond to a crisis such as COVID-19.”
It’s a structure that his department developed 18 years ago and counting — a vertical supply chain system that is “data-driven, disciplined in cost controls, and results oriented,” asserted Bowen. “We have not spent any time revising our strategy since then.”
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