Rep.'s in the OR

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Anonymous said:
Too many systems, too many options, too many details.
The hospital personnel in my area would be overwhelmed which would lead to increased OR time and mistakes.
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I agree with this post especially regarding total joints and revisions.
However, the simple plate and screw case may be a different story.
But, as said earlier, what will the hospital gain when efficiency and outcomes are measured?
 






Anonymous said:
I agree with this post especially regarding total joints and revisions.
However, the simple plate and screw case may be a different story.
But, as said earlier, what will the hospital gain when efficiency and outcomes are measured?
Click to expand...

A lot more room to negotiate on pricing. Money saved can go towards an in-house orthopedic device manager. If you don't think it's possible for someone such as a former rep to manage/cover products across all orthopedic specialties you're blind. It's already going on.

What ortho company wouldn't agree to a 30% drop in pricing if it meant they wouldn't have to pay a rep's commission and the hospital agreed to make them the sole ortho vendor? This is why you're going to see more consolidation in the ortho world. The strategy is to develop a comprehensive ortho product line to position oneself to become a hospital network's sole vendor. cha-ching.

The surgeon was once the main reason why product got into a hospital. If the hospital didn't allow a surgeon to use what he wanted he could take his practice elsewhere. The surgeon's leverage with the hospital made it valuable for a rep to form a long lasting relationship. Private practice is now disappearing. More surgeons are becoming hospital employees. Many of the surgeon's I work with have become hospital employees and have entered into co-management or gain-sharing agreements with their hospitals. This creates a financial incentive for surgeons to find ways to save the hospital money. Good luck selling against that. The decisions will be made at the top and your average Joe Salesman won't be involved in that.
 












Anonymous said:
A lot more room to negotiate on pricing. Money saved can go towards an in-house orthopedic device manager. If you don't think it's possible for someone such as a former rep to manage/cover products across all orthopedic specialties you're blind. It's already going on.

What ortho company wouldn't agree to a 30% drop in pricing if it meant they wouldn't have to pay a rep's commission and the hospital agreed to make them the sole ortho vendor? This is why you're going to see more consolidation in the ortho world. The strategy is to develop a comprehensive ortho product line to position oneself to become a hospital network's sole vendor. cha-ching.

The surgeon was once the main reason why product got into a hospital. If the hospital didn't allow a surgeon to use what he wanted he could take his practice elsewhere. The surgeon's leverage with the hospital made it valuable for a rep to form a long lasting relationship. Private practice is now disappearing. More surgeons are becoming hospital employees. Many of the surgeon's I work with have become hospital employees and have entered into co-management or gain-sharing agreements with their hospitals. This creates a financial incentive for surgeons to find ways to save the hospital money. Good luck selling against that. The decisions will be made at the top and your average Joe Salesman won't be involved in that.
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A home-run.
 












Let's say that the hospital salaried OR implant specialist adds on ave 7 short mins to the procedure. That means a joint surgeon that does 300 joints a year will have lost 35 hrs. At 50 mins per case, thats 42 additional cases. How does that save money?
 












Anonymous said:
Let's say that the hospital salaried OR implant specialist adds on ave 7 short mins to the procedure. That means a joint surgeon that does 300 joints a year will have lost 35 hrs. At 50 mins per case, thats 42 additional cases. How does that save money?
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What makes you think that a device specialist who sees the same surgeon do that many cases a year in the same hospital would remain that incompetent? I agree that this type of change might initially result in some inefficiencies, but ultimately having a standardized in-house system as opposed to multiple loaner systems coming in and out would translate into OR efficiency.
 






HSS in NY doesn't allow reps in the OR unless it's a special request made by the surgeon. They are certainly among those doing the highest volume Ortho cases in the country and a leader within teaching hospitals
 






Anonymous said:
What makes you think that a device specialist who sees the same surgeon do that many cases a year in the same hospital would remain that incompetent? I agree that this type of change might initially result in some inefficiencies, but ultimately having a standardized in-house system as opposed to multiple loaner systems coming in and out would translate into OR efficiency.
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Doubtful that each surgeon would be assigned a 'device specialist'. What happens when multiple docs are operating at the same time? Hire multiple 'device specialists?'.
The surgeons at HSS have a dedicated ortho staff - meaning that's all they do.
How many of us on this board have tried to help an angry general surgery rn that got stuck covering an ortho case?
 






























Reps do go into the OR at HSS, but is very tightly controled. The avg. #/yr is between 800-900 cases for the big hitters. These guys only need you in the OR for Revisions. The rest of the time you're chasing lost or misplaced instruments. In Asia some reps scrub in on the cases.
 












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