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Did You
Know...?
That Value Analysis Was Developed Back
In the 1940's After World War II as a Way to Find Lower Cost but Higher
Quality Alternative products and methods. This was Due to the
Lack of Material Resources At The End of The War.
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Savings Beyond Price -Weekly eNewsletter
- August 3, 2011
 A
Note from Robert T. Yokl,
President and Chief Value Strategist
I just realized that our “feature article” and our blog this
week, written by my son, Robert W. Yokl, are both on the
same topic “value analysis”, which usually isn’t our
editorial style. But then I thought this is a good thing,
since value analysis is the most important strategy to
reduce a healthcare organization’s supply expenses that a
hospital, system or IDN can have in their savings arsenal.
So why not give a double-dose of wisdom and common sense on
this mission critical topic?
In short, our “feature article” (New Value Analysis Rules =
New VA Savings Opportunities) is one of the lessons learned
over 20-years of training, facilitating and coaching VA
Teams: You must have stringent rules, protocols and
regulations to be successful in value analysis.
Then Robert W. Yokl talks about his experience (5-Steps to
Get the Most Out of your Value Analysis Studies) in our blog
article that he has learned from being in the trenches of
value analysis for over 19-years. It’s hard-hitting,
insightful and ready-to-use knowledge you won’t find
anywhere else in healthcare.
Well, there you have it, a double-dose of value analysis
insight you can use today to dramatically improve your VA
team’s performance, sustainability and team dynamics. If you
have some other new and better VA ideas that work, please
let us know so we can share them with our value analysis
community.
One last thing, we are hearing that speakers at local and
national supply chain conferences are talking about
attacking purchase service spend as the next big savings
target, but that attendees to these conferences don’t have
benchmarks to do so. If this fits your situation, please
check out our
BenchPlus+™ Purchase Service Manager
which I can assure you will provide you with a comprehensive
solution to this challenge.
New Value Analysis Rules = New
VA Savings Opportunities
Rules are meant to govern conduct or
actions and set forth guidelines to enable an organization,
committee or team to establish standards to guide them in the
course of business. Without such a code of practice business
entities would quickly lose control over their important work
and then lapse into an unruly mob. Does this sound familiar?
Value analysis teams are no different than any other business
units. They must be controlled and then held accountable by
stringent rules and protocols or they will go rapidly off track.
That’s why we insist that our value analysis clients adopt four
new value analysis administrative rules to organize, speed up,
and streamline their value analysis process as follows:
1. VA Teams must have clear goals, clear roles and a defined
process: Starting a VA team is much more that appointing
members
and setting agendas. There must be pre-established
savings goals
for any given year, job descriptions for your team
leader, champion, facilitator, recorder and members, and a
repeatable
VA process that everyone understands and follows
precisely.
2.
VA Teams must have a charter to define their scope and
boundaries: It’s easy to fall into a trap of not looking at
everything you buy or veering off course by looking at areas
that may not be your VA team’s responsibility This is especially
true if you have multiple VA teams that need to know where
their
work stops and where another VA team’s work begins.
3.
VA Team members must have a 90-day Timeline for
completing
their projects: If you have open ended project
completion
dates, your VA work will never be finished. However,
if you set
a timeline for completing your VA project (extensions
can be
granted by your VA steering committee, if necessary) you
would
be surprised how 96% will be completed on time and on
budget.
4. VA Team members must be given time to complete their
Projects:
One drawback to committee or teamwork of any kind
is that their
members are pulled in many directions (pressured
by their
regular job responsibilities and their committee or team
work).
Therefore, your VA Steering Committee must be vigilant
that your
VA team members are allotted the necessary time by
their
supervisors to complete their VA projects.
Getting value analysis right begins with enacting “rules of the
road” that describe how you want your VA team to do business. If
you leave your value analysis team’s behavior or actions to
chance, then don’t be surprised when your VA team becomes
dysfunctional or ineffective.
It’s your job as a supply chain professional to set the tone for
your VA team(s) with rules, procedures and regulations to keep
everyone on the same page and heading in the same direction,
because most things that happen by chance are unwanted and
unwelcomed!
Warmest Regards,
Robert T. Yokl
Chief Value Strategist
Strategic Value Analysis® In Healthcare
Bobpres@strategicva.com
1-800-220-4274
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