A COVID-19 audit and learnings report for the a state Health Network identified procurement and supply chain challenges, which led the state to establish the Procurement Reform. The project aims to transform the medical consumable supply chain by optimisingprocesses at the hospital dock and ward storerooms. It improves inventory visibility and management controls to deliver increased availability of stock and cost savings. Ultimately the processes, ways of working and principles will return time to clinicians to be able to spend more time providing high quality patient care. The prototype was developed and implemented across two sites, phase 1 was the development and testing of the prototype and implementation across 9 selected wards and phase 2 was the extension across additional 6 wards. During phase 3 was the wide spread rollout of the model to a further 6 hospitals across 6 Local Health Districts (LHD’s).
TEK-V was engaged by the state to be the delivery partner, supporting phase 3 of the program as part of a hybrid internal and external resourcing model. Our responsibilities across the different implementation phases included:
I.LHD Executive Onboarding
a.Conduct engagement with LHD executive teams to sell the principles and practices
b.Gain buy-in from each LHD and establish relationships with the key stakeholders for the implementation of the programme
c.Develop the high-level rollout plan across the LHD outlining stakeholder led and LHD led roll-out hospitals within each LHD
II.Current State Mapping
a.Conduct workshops with hospital staff to introduce principles and practices and gather pain points.
b.Undertake detailed process mapping and assessment of current dock to ward stock management processes.
a.Undertake an assessment to identify gaps of current process and develop solutions to support the fastest and most efficient movement of goods from delivery point at the dock to wards.
a.Establish reporting and escalation structures, as well as embed dashboard reporting and ongoing performance monitoring, working directly with the Hospital
V.Transition to BAU
a.Conduct lessons learned and handover session
b.Support the state where required with benefits realisation assessment
We successfully partnered with the state to drive implementation across 6 different LHDs. The main outcomes achieved during the project were:
•Developed LHD Onboarding Templates for critical buy-in and presentation
•Developed a Hospital Site Visit Due Diligence Tool to assess the current state of selected wards and dock processes
•Due Diligence Report Templates created to support the client in rolling out the product across the state
•Developed Model benefits
•Developed Implementation Operational and Management Dashboard Handbooks
•Supported the client to implement dashboard reporting, as required
•Worked with the Hospital/LHD to establish the use of dashboard reporting
•Ongoing reporting and performance monitoring methods established, as well as continuous improvement approach