Presentation on theme: "“ If Logisticians Can Cook” Logistics Assist Visit Concepts"— Presentation transcript:
1 “ If Logisticians Can Cook” Logistics Assist Visit Concepts Edlouie S. Ortega, MSM, CDFM, CPFMEquipment and Technology ManagementMedical Equipment and Logistics SolutionsNaval Medical Logistics Command
2 How do you measure success? Do you believe in key performance indicators (KPI)?How do you know which KPI to track?Should all KPI measureable?
3 Who do you agree with?“Tell me how you measure me, and I'll tell you how I will behave.”- Eli Goldratt" Tell me how you’ll measure me, and I’ll tell what damn fool things I’ll do to make the measurement look good."- Tony Rizzo
4 Restaurant Industry…What we measure Cash flow. Restaurants are very cash-intensive, forking over money for fresh inventory and tipping out servers and other staff on a daily basis.Percentage of repeat customers. The National Restaurant Association estimates that three-quarters of most restaurants' sales come from repeat customers.Staff turnover. On average, management turnover rates run around 20% annually for table-service restaurants, while hourly workers turn over at roughly a 150% clipForbes.com
5 Other KPIs we measureTable-turn over rate. How many times table is filled with customer. How fast tables empty and fill during a shift.Order-throughput time. How long before a meal goes out to the customer. Drinks – appetizer – main course – dessert.Table-turn time. How long did the table remain empty and how long did it stayed filled.
6 Restaurants Does Logistics Too and More… ContractsOutlaysBudgetRegulationsOverall StrategyCompetitionStaff DevelopmentProcure materialsMove materialsProduce materialsMonitorAssessControl
7 What we can learn from a Cook It’s all about the…foodpresentationtimingcustomer servicedish washerwork flowAnd sometimes it’s not all about measurable KPI…
8 What we can learn from a Cook Front of the House – Back of the House - Expedite!!!Assurance: The act of giving confidence, the state of being certain or the act of making certain.Control: An evaluation to indicate needed corrective responses; the act of guiding a process in which variability is attributable to a constant system of chance causes.
9 What we can learn from a Cook Quality Assurance: The planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled.Quality Control: The observation techniques and activities used to fulfill requirements for quality.Standard processes/quality products…not to make measurements look good.
10 What we can learn from a Cook OutputsDefined as the goods or services produced (e.g., patient admissions, bed days, work orders, receipts).OutcomesDefined as the impacts on indicators arising from the delivery of outputs (e.g., fill rate, turn-over ratio, SOS Due-in rate, maintenance completions rate, unable to locate).“More focused on Effectiveness than Efficiency”
11 Define Logistics Logistics Medical Logistics The planning, implementation, and coordination of thedetails of a business or other material operations.Medical LogisticsIs the logistic of pharmaceuticals, medical and surgicalsupplies, medical devices and equipment, and otherproducts needed to support doctors, nurses, and otherhealth and dental care providers. Because its finalcustomers are responsible for the lives and health of theirpatients, medical logistics is unique in that it seeks tooptimize effectiveness rather than efficiency.
12 Logistics Assist Visit Purpose:Assist Logisticians to achieve Total Asset Management (TAM) and improve internal management control of accountable equipment.Evaluate the effectiveness of the Equipment, Technology Material Management (ETM) processes from materiel procurement planning to eventual property disposalEvaluate the effectiveness of the Purchasing Management, Acquisition Planning and Requirements Development, and Contracting Officer’s Representative (COR) ProgramsThe Logistics Assist Visit is NOT an inspection, this is strictly an assist visit to help your staff identify strengths and weaknesses and to provide them with the tools that they need to successfully carry out their mission.
13 Logistics Assist Visit Focus:Assessment of continued suitability as it applies to aging technology.Assessment of effective use of the logistics information system as a tool for improving materials management operations.Collect information to develop technical criteria for use as basis for acquisition actions across BSO-18.Assessment of accountable equipment records with an acquisition cost of $25,000 and greater.Assessment of Material ManagementAssessment of Acquisition Management
14 Logistics Assist Visit Assessment MethodologyUse of existing data and focus on establishing the baseline between the site and the "Best Practices" in BSO-18 claimancy and in the industry.Incorporate training, database management, material management, technology management and acquisition management site visits.Provide feedback to the site regarding LAV findings and recommendations that will help the site focus on its strengths and immediate improvement.
15 Logistics Assist Visit Assessment Elements1. Evaluate synchronization of the Navy business practices,policies, and logistics and acquisition information systems.2. Validation Processes (Management Assertion)3. Evaluate training requirements and provide just-in-timetraining as needed.
16 Logistics Assist Visit Assessment ElementsEvaluate synchronization of business practices, policies and systems.Review current policies.Analyze data; focus on trends.Evaluate site’s business practice.Evaluate site’s appropriate use of business systems.Identify processes requiring BUMED-wide standardization.Identify change requirements to the logistics information systems.Identify change requirements to the policies.
17 Logistics Assist Visit Assessment Elements2. Validation Process (Management Assertion):Valuation. Test all contributing factors (device code, life expectancy, useful life, acceptance date, acquisition cost, etc).Completeness. Test to ensure that maintenance significant equipment and personal properties are entered in DMLSS.Accountability. Test if the equipment found on site belongs to the entity.Replacement Plan. Test for proper equipment selection and requisition process.Due-in Receipt. Test to ensure that due-in materials are properly receipted and properly recorded.
18 Logistics Assist Visit Assessment Elements3. Evaluate training requirements and provide just-in-timetraining as needed.Identify functionality gaps.Identify execution gaps.Identify process gaps.Identify current workload and productivity.Identify additional training requirements.
19 Assessment Candidates Equipment ReceiptInventory Management/UIDFive Year Equipment Replacement PlanDevice Code AssignmentProperty/Item Decrease/LossDocument ControlMaintenance Plan and ProceduresRepair Parts Request and IssueService ContractsMaterial Due-insEmergency Management Plan/CBRNE/IPPCOR Appointment, Training and ManagementECAT Orders
20 Performance Metrics Analysis SWO Workload/MetricsJune (Before LAV)July 2010August2010YTD as of JUNE 2010MeanBeginning Work Order Balance Qty3490291477123New Work Order Qty4033725224974414Reopened WO Qty12252Completed Work Order Qty3213634054317360Cancelled Work Order Qty387012281268Ending Work Order Balance Qty241347112Carryover56-615-130-11Completion Rate79.96%93.72%95.6%79.20%Relative Inventory Accuracy90.57%81.18%70%83.68%
23 Projected Cost Avoidance ModalitySectionFY 11FY 12FY 133YR TotalRadiographic/Fluoroscopic System4.2.3.$700$0RF Service Contract Cost$42$126Radiographic Unit4.2.4.$240RU Service Contract Cost$6$14$34Radiographic/Fluoroscopic System, Urologic4.3.5.$210RFU Service Contract Cost$13$38Imaging System, Computed Radiography4.3.7.$160$80Total PCA$1,371$149$69$1,508In Thousands
24 RegionUICUnit NameBWONWORWOCWOXWOEWORisk 1 UTLRisk 2-4 UTLUTL %PMCRNMEN32185NHC New England19619152.55%100.00%N39163USNH Sigonella1127343.15%NMWN68095NH Bremerton224023493.75%N66094NHC Cherry Point2620623.08%N00232NH Jacksonville1097318470.14%99.88%N68084NHC Charleston351141433.51%98.66%N66097NH Oak Harbor958888.42%97.96%N00211NHC Great Lakes15314574.58%97.44%N68292USNH Yokosuka16304294216.91%97.22%N66095NH Lemoore128118.59%96.90%N66096USNH Naples1100.00%96.49%N00183NMC Portsmouth63106499587478.27%95.84%N68093NH Camp Lejeune1834132124157.04%95.83%NCAN00168Walter Reed NMMC1881542459516851394447.28%92.17%N68096USNH Guam331521690.66%91.40%N00285NHC Corpus Christi90.91%N00259NMC San Diego8511094910011039.56%88.82%N66101USNH Rota22556210.91%88.31%N68470USNH Okinawa6535531513.24%85.27%N00203NH Pensacola483002455016.67%84.29%N61337NH Beaufort31725714514.42%84.16%N68098NHC Hawaii70100393139.00%81.76%N68094NH Camp Pendleton278362504123127.18%80.81%N35949NH Twentynine Palms1722715.70%70.52%N00162NHC Annapolis198VALIDATEN00231NHC Quantico38N66098NHC PAX RiverTOTALBUMED-WIDE127881187349140876618.12%91.96%
25 Navy Medicine Support Command M42 Logistics PolicyChief, MedLogM46 Logistics Execution-Lead Contracting Executive-Fleet Hospital Program Office (PML-500)-Property Management Office-Medical Logistics Business Systems/Metrics-FOA Vaccine ManagementCO, NAVMEDLOGCOMExecute Current MissionNEMSCOMNOSTRAEchelon 2Dual Hatted PositionEchelon 3Navy Medicine Support CommandSupport Functions MOUEchelon 4
26 Related SessionsLO-T-3-B Equipment Management Self Assessment - Conduct Your Own LAVLO-T-3-C Material Management Self Assessment - Conduct Your Own LAVLO-T-3-D Maintenance Management Self Assessment - Conduct Your Own LAVLO-W-3-C Automatic Identification Technologies (AIT) /IUID and RTLSLO-W-3-D Equipment Management ProcessLO-W-3-E Annual Inventory Process and Requirements