A healthy bottom line and quality patient care: can they coexist?

Article Abstract:

Hospitals are confronted with the dual task of maintaining profitability and the quality of patient care. To improve the bottom line, a hospital needs to implement both cost-cutting and cost-reduction measures. Supply costs, which account for 20% to 35% of the hospital budget, may be reduced by applying different approaches such as the just-in-time inventory system, stockless purchasing and electronic data interchange. To achieve quality patient care, a hospital has to define patient needs and eliminate unnecessary medical procedures.

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The departmental capital plan

Article Abstract:

Individual departments' budgetary planning and decisions determine a hospital's capital budget proposal. Hence, a careful qualitative and quantitative evaluation of each department's capital requests should be carried out by the finance and purchasing departments. The budget committee then prepares a ranking of all budget requests according to priority. After a thorough consultation with the department managers and medical personnel, the committee presents the final budget proposal to the governing board.

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Carry the fire

Article Abstract:

Hospital materiel managers at present face the need to leverage effectiveness, practice instant alignment and adopt changes to continually survive amidst consolidation trends. A hospital product value analysis approach has proven to be effective in providing solutions to the old problems of reducing product utilization and standardizing products.

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