University at Buffalo School of Management

14 Buffalo Business Autumn 2016 To control costs and reduce waste, De Jong has observed an increasing focus on established opera- tions management principles like lean and six sigma, a growing trend toward hospital alliances to achieve economies of scale, and greater emphasis on value analysis in purchasing (see sidebar, page 13). "Supply chain costs can be 40 to 55 percent of a hospital's total costs, and operations management initiatives are key to shrinking them," De Jong says. "Ideally, these initiatives are led by physicians and supported by nurses, the supply chain management group and other hospital administrators to reduce total costs and improve patient outcomes. Admin- istrators increasingly realize their hospital's success depends on an effective supply chain, which will become even more important as health care reform initiatives are implemented." Care for everyone General statistics about U.S. health care also mask the strength of our physicians and treatments for various conditions. According to Zielinski, middle- or upper-class Americans with insurance living near urban centers have access to the best care in the world. But, as Centers for Disease Control and Preven- tion information shows, life expectancy and rates for obesity, depression, disability and a host of chronic conditions are directly related to poverty and educa- tion level. To truly change the system, administrators must try to address these social determinants of health. "We deliver the very best care in pockets across the country," says Wiler. "The question is: Does every person have access to the highest quality of care, and what are we willing to pay for it?" To reach underserved patients, Wiler led a project to identify high-frequency emergency de- partment users and worked with a community faith- based organization to connect those patients with transportation and child care and address other bar- riers to care. She's seen significant improvements in healthy outcomes. In her role as vice president of the Women's Service Line for Catholic Health System, Aimee Gomlak, MBA '94, oversees strategy for a $100 million portfolio of women's services across the con- tinuum from primary care to inpatient and outpa- tient care and private physician offices. To improve efficiency, Gomlak's team reviews patient satisfac- tion surveys, consults with physicians and develops evidence-based procedures to improve outcomes while lowering costs. To assist expectant mothers in underserved areas, Gomlak has initiated community programs in which the patient and her significant other complete her normal pregnancy wellness screening in a group setting and receive a hot meal, paid transportation and opportunities to meet others in their community. "Many people of lower socioeconomic status may not have a support system with transportation or other people with similar experiences to talk to," Gomlak says. "Through these groups, women can build community and, believe it or not, have bet- ter birth outcomes. Studies have shown and we've observed that babies are more likely to be full-term and breast-fed if mothers are in group prenatal care." " Many people of lower socioeconomic status may not have a support system with transportation or other people with similar experiences to talk to." — Aimee Gomlak, MBA '94 Vice President Women's Service Line Catholic Health System Photo: Tom Wolf

• Cover