HME News

JAN 2018

HME News is the monthly business newspaper for home medical equipment providers. This controlled circulation publication reaches 17,100 home medical equipment services providers, including traditional HME dealers & suppliers, hospital- and pharmacy-o

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10 / january 2019 / hme news s mart Talk equipment management Subscribe to the HME Databank and gain access to the most comprehensive database of Medicare data for the HME industry. The HME Databank includes the latest available data from CMS, 2017. A 12-month subscription gets you unlimited access to: PROVIDER SHARE Top 1000 HME providers for Medicare's most popular DME products. PRODUCT SHARE Medicare reimbursement (national, state and county levels) for all products in the National Competitive Bidding program. PROVIDER LOCATOR Address and phone numbers for all HME companies in the U.S. that do business with Medicare. UPDATES All updates for the length of your subscription. See samples and subscribe online today: Downloadable in two formats: Excel PDF 2019 Start the New Year with Medicare data! business operations List, prioritize, then engage By Anne Orrick q . How does company culture impact collection results? a . Two keys to success that cannot be found in a written policy are: your staff and culture. s trategize your warehousing By Will rO ss q . How can equipment warehousing improve my business? a . When using vendors that com- bine equipment service and ware- housing for your medical devices, you can move inventory around in a much more controlled and effi- cient manner. Reduced tu R na R ound time Right now, your team likely sends in a device for service, and then waits for it to come back. With more integrated programs that incorporate warehousing, when your staff initiates an RMA for a device needing preventative main- tenance, a patient-ready replace- ment from a warehoused pool of product is sent back. This drasti- cally reduces your branch's time needed to deal with the service transaction. Often, the replace- ment device will be delivered on the same truck that is coming to pick up the device needing service. This would reduce the turnaround time to zero. R educed stockpiling When one branch needs more Trilogies, is your team collaborat- ing on how to shift them around effectively to keep your capital dollars at optimum utilization? The answer is often no—far too often branches stockpile. New patient demand turns into new pur- chases with manufacturers before a good assessment is done to see how you can better utilize your current fleet. With warehousing programs all excess equipment is warehoused in distributed warehouses across the country. From there, the fleet can move around with more vis- ibility and control. With the right systems in place to keep track of it all, you can truly transform your operational workflows to some- thing much more virtual and much more controlled. All of this leads to better utiliza- tion of your capital expenditures and more efficient processes for your team. hme Will Ross is vice president of marketing at Quality Medical. He can be reached at Assume you have the best employees. Culture can be the X-factor that accelerates collections. Culture is the beliefs, assumptions and attitudes that guide what's acceptable behavior and what's not. When you hear, "That's how we we've always done it," that's your culture talking. When you create a culture that supports your policy and procedures, you will optimize staff efficiency and recovery results. These five steps will help you get started: 4 Continuously communicate your collection policy and proce- dures. Establish accountability at every level. 4 Realize that culture has a huge impact on results. 4 Engage your staff. Identify the changes in culture that will support your goals. This is time-consuming, but well worth the effort. What actions should stop, what actions should start and what actions should be continued to reach your goals? Also, focus on attitude and personal-interaction protocols, which can make a huge difference in fostering a cohesive team and positive company representatives. 4 List and prioritize the changes and engage your staff to implement them. 4 Monitor, measure and encour- age. Offer positive reinforcement, such as "Caught in the Act" rec- ognition. Create short-term wins. Review each employee's adherence and contribution to the culture dur- ing one-on-one meetings. When completed, employees should be able to explain, "My job is to do X and here's how I do it." This helps demonstrate how indi- vidual daily actions help achieve the company's bottom line. hme Anne Orrick is COO of Allegiance Group. Reach her at aorrick@allegiance-group. com.

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