I often see Supply Chain and VA Professionals that make their Supply Chain and/or Value Analysis Programs more complex and difficult, and I often ask why. There is a school of thought in which leaders think that if you add more layers and players to your game, this added sophistication is going to somehow make your program better. Often it creates the opposite effect which greatly undermines the improvements in cost and quality outcomes you need. More is not better, better is better folks!
Below are some of my best practices when it comes to managing value analysis teams that have been very effective throughout the years in hospitals and health systems we work with. It does not take much to do this, nor do you have to spend a dime to make these happen. Not all good things need to have a price tag on them, but they are priceless as far as results and accountability.
Anchor Your Team(s) at the Start of Every Meeting – I have one client that for years has been bringing up his VA team’s mission/action statement at the beginning of every meeting. I love this! In essence, he is setting the tone for the team meeting and anchoring in the core value, methods, and principles for his team. I find that often teams start to run on autopilot – but something that only takes a minute at the start of the meeting can bring them back to reality and accountability. His meetings are one of the most efficient and effective meetings that I sit in on. Most VA team members are untrained for the most part and thus this anchoring helps them stay aligned with the goals and objectives of the team. It’s the little things that matter most.
Only Add Team Members Who Bring Something to the Table – Too often, Supply Chain and VA Professionals will add more members to their VA teams to let those members have more say in the VA game. If the reason that a new member is added to your team is to cover a political base, or worse, to just make a disgruntled customer/stakeholder happy then you need not add them to your team. Team members need to add value and pull their weight on value analysis teams – not just get in there to protect their turf. Remember, team members need to actively engage in new projects and initiatives on an ongoing basis, not just pop in when something in their area is highly charged or for them to just get their way.
Stop with the Committee Effect and Become a True Team – I am blown away when I come upon VA committees that still operate as true committees with one, two, or three people doing all the work and the rest just showing up to vote. Everyone needs to have skin in the VA game, and we need to convert these committees to true teams. Every team member needs to be able to take on projects for the team once assigned by the team leaders. The days of just showing up to a committee and offering feedback are long gone.
Don’t Ignore the Impact that Ad Hoc Sub-Teams Can Bring to the Table – There are projects in VA that are bigger than just handling them in a monthly meeting with just five minutes tops on the agenda. Why not assign an ad hoc sub-team for this initiative and ask VA team members to lead and participate in the project. We have advocated for these to be used in VA projects for the past 30 years as they are highly successful. This allows the end customers, stakeholders, and experts to be part of the discussion in a less decision-charged environment such as the main VA team. This is the perfect avenue to use that will allow you to ask all the right questions, follow all due diligence, and engage with end customers.
Survey Your Team Members Often – One thing that most team leaders do not do is enlist the feedback of their existing VA team members. I recommend that you survey them at least once or twice a year to help you understand what is working and what is not working with your VA teaming. Plus, you can test the waters on tools and methods that you are considering using in the future. No one ever fails by having too much feedback in a VA environment. This will help you as you move forward with your goals and objectives for the future.
Value analysis is an evolution. You need to look at where you are in your own continuum but also have the vision that your VA Program can and should improve on an ongoing basis. It may seem a bit overwhelming to add more modalities, initiatives, or methods to your program, but if done correctly and strategically you will be getting more done in less time with less effort. VA does not have to be too sophisticated and difficult to gain the next level of savings and quality improvement. Better is better!
Below are some similar articles that you may find interesting.
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No More Shooting from the Hip – 4 Areas You Need to Plan For in Healthcare Supply Chain