Developing rapport between materiel management and surgery

A materiel management system, developed into an efficient organization, seems to be the most practical solution to solve interrelations between two complex operational departments, the CPD and surgery, be it for supply acquisition, inventory, processing, or distribution. The goal is to develop the most intelligent and efficient method so that the materiel management facility renders the required service to the surgical department, which in turn, services patient needs at the lowest possible cost.     

How is your materiel management audit program?

This article has provided a view from the auditor's eyes of some key components inherent in a sound materiel management system. Every system, however, has its own unique characteristics, some of which may contain internal control situations that are not addressed herein. Although most will apply, not every comment contained in this article will be practical to all systems. The hospital size, utilization, patient mix, service mix, physical outlay, organizational structure, financial condition, and management philosophy will all have an influence on the role of materiel management. Automation of various materiel management functions can be beneficial by providing informational and control enhancements not feasible in a manual system. However, automation also raises new internal-control concerns that need to be addressed. Strong internal control techniques and compliance with adequate policies and procedures will prepare materiel management for its role in future hospital operations.     

Off-site materiel management

Supplies for a chronic dialysis unit are critical to operations. Planning, training, and computer-assisted database management allow for successful management of supply purchasing, inventory control, receiving, and record-keeping by a technician without any prior materiel management experience.     

Reengineering hospital materiel management

Reengineering involves significant change and dramatic rethinking of the business process. The expected result of these changed processes is dramatic improvement. Hospital cost pressures and technological change necessitate review or reengineering the process to enhance customer service at a lower cost. Three areas that yield significant results include reducing the cost of purchasing, implementing new technologies, and empowering teams to accomplish customer driven goals.     

The Joint Commission and quality patient outcomes: role of materiel management

Again, employee orientation and ongoing education are crucial. The orientation should include not only cover protection of the employee but protection and management of supplies as they reach the consumer. The consultative role of the infection control person is also valuable, especially with regard to sterilizers and to sterilization and equipment management. Employees also need to understand the principles of effective sterilization, disinfection, and basic sanitation. There also need to be documented maintenance and surveillance of sterilization equipment.