Our Clients (details)

Logihedron has also setup 9 Central Warehouse operations:

  • Mohawk Supply Chain Services (24 Sites) – managed and operated by Logihedron Inc.
  • City of Edmonton (8 Sites) – Self managed
  • Hamilton Health Sciences (4 Sites) – managed and operated by Logihedron Inc.
  • Lakeridge Health (5 Sites) – Self managed
  • City of Sudbury (3 Sites) –Self managed
  • Montreal (3 Sites)*
  • Vancouver (3 Sites)*
  • Calgary (2 Sites)*
  • Toronto (6 sites)*

*Pre- Logihedron, managed and operated by a distributor (implemented by F. Jasavala)

Mohawk Shared Services (24 Sites)

Logihedron was involved in on-boarding 17 sites over an 18 month period (to an existing base of 6 sites) into utilizing the 3rd party off-site warehouse. In addition, Logihedron has completed cart optimization work at all these sites as a key component to optimizing the performance within the participant sites as well as supporting the efficient and effective operation of the warehousing, distribution and transportation services. Logihedron has extensive contacts within each of these facilities both in the Materials Management areas as well as with Clinical and Management staff

PROcure Supply Chain Solutions (6 Sites)

Logihedron was involved in on-boarding 6 sites into PROcure Supply Chain Solutions 3PL framework, completing all end user usage analyses, and Cart Optimization activities.

St. Michael’s Hospital — Toronto

  • St. Michael’s Hospital (SMH) is a customer of the Central warehouse operated by Logihedron Inc.
  • In addition, Logihedron staff work at SMH and provides the inventory count; product put-away and cart management functions for the hospital for end-user supply replenishment.
  • Logihedron also was involved in the process design and implementation of a complete Perioperative Services redesign and physical reconfiguration that resulting in major efficiency and quality gains.
  • Have recently completed a similar project as above for the Catheterization Lab area.

Abbotsford Hospital and Regional Cancer Centre

  • With the building of the new hospital, Logihedron was responsible for design, build and implementation of all supply rooms throughout the hospital for the provision of clean supplies.
  • Work involved very close coordination with hospital transition activities and detailed discussions with clinical staff with respect to changes in services and volumes for the new hospital and incorporating these impacts into the supply room designs.
  • Logihedron was also responsible for implementation of hospital supply management software system and interfaces to the regional warehouse.
  • Responsible for all supply chain operations processes, manuals and operating procedure documents.

St. Joseph’s Healthcare – Hamilton (2 sites)

  • Logihedron provided management resources (Director of Materials Management) to support the Materials Management function for the hospital.
  • Logihedron managed the transition from their on-site warehouse to participation in the regional warehouse which is managed by Logihedron. Involved reconfiguration and re-profiling of the regional warehouse.
  • Other projects include Pandemic planning, Dialysis satellite expansion, Material Management activities related to major hospital redevelopment, staff impact planning, etc.
  • As part of the hospital and satellite site expansion, completing all new supply room designs, building of supply storage equipment and implementation. For existing areas, completing analysis, rework and reconfiguration of the supply rooms as’ required.

The Ottawa Hospital (3 sites)

  • Complete rework / reconfiguration of all end-user supply rooms across all three sites, involving approximately 300 areas. This work dramatically improved operating efficiencies and quality of service.
  • Provided support for redesign of the current warehousing layouts and processes.
  • Completed a consulting engagement related to the Operating Room supply replenishment requirements and commencing to implement recommendations in the surgical suites, OR common cores and CSR/SPD departments at all sites.
  • Provided consulting resource for a large regional group centric to Ottawa involving 18 hospital sites in a proposed regional operation. Logihedron’s work has focused on the end-user supply replenishment aspects as well as the design and costing for a central warehouse.

Hamilton Health Sciences (4 sites)

  • Under contract with Hamilton Health Sciences (HHS), Logihedron provides management and staff to operate the off-site regional warehouse (25,000 square feet) supplying low unit of measurement to the four HHS sites, Groves Memorial Hospital, St. Michael’s Hospital and St. Joseph’s Hospital.
  • Expanded the central warehouse to 53,000 square feet and supplied over 1,000,000 replenishment lines to the participating hospitals on an annual basis.
  • Completed analysis and rework off all end-user supply rooms and design / build new storage equipment as necessary to support new developments and site expansions.
  • Provided Standard Operating Procedures (SOPs), process design and training to hospital staff for on-site logistics and replenishment activities.
  • Implemented information system for end-user replenishment and warehouse management.
  • Provide consulting support related to a broader regional initiative involving 18 hospital corporations and 31 distinct hospital sites.
  • Have also worked on various other projects for HHS and other hospitals in the region related to Pharmacy, CSR/SPD, linen supply management, Purchasing, product standardization, etc.

 

Lakeridge Health Corporation (5 Sites)

  • Centralization of warehousing and logistics for the region and development / implementation of Standard Operating Procedures.
  • Established low unit of measure replenishment system to all sites.
  • Consolidation of Purchasing activities and contracts across the region.
  • Analysis, reconfiguration and rebuilds of end-user supply rooms to improve productivity and quality of service.
  • Development, recruitment and implementation related to a new Materials Management organization structure for the new hospital corporation.
  • Staff training and in-servicing of all clinical areas related to the reconfigured supply rooms and logistics processes.
  • Rationalization of forms and the forms management process across the 5 hospital sites.

St. Thomas-Elgin General Hospital

  • Completed consulting engagement to review Material Management structures and operating processes and detailed recommendations for improvements.
  • Completed supply room reconfiguration and optimization project across the entire hospital that involved redesign and rebuild of the department’s supplies. Result was financial savings and improved service performance.

Northumberland Health Care Corporation

  • With the building of the new hospital, Logihedron was responsible for design, build and implementation of all supply rooms throughout the hospital for the provision of supplies.
  • Provided consulting support for the design, layout and operating flows associated with the new warehouse.
  • Work involved close coordination with redevelopment activities and detailed discussions with clinical staff with respect to changes in services and volumes for the new hospital and incorporating these impacts into the warehouse and supply room designs and configurations.

North Wellington Healthcare Corporation (2 sites)

  • As part of the hospital redevelopment project, provided input related to Material Management space requirements and space layout.
  • Subsequent to this work, involved in rework reconfiguration of the end-user supply areas and the on-site warehouse.

Children’s Hospital of Eastern Ontario – Ottawa

  • Consulting engagement to review current Material Management structures and operating processes and detail recommendations for improvements.
  • Focused on redesign of the warehouse layout and process flow as well as end-user replenishment logistics.

Sudbury Regional Hospital (3 sites)

  • Consolidation and movement of the three on-site warehouses to one central off- site warehouse to facilitate the redevelopment of the hospitals occurring across the region.
  • Designed the layout and flow processes associated with the new off-site central warehouse. Provided project management for the off-site warehouse move.
  • Centralization of the purchasing staff and development of regional contracts and agreements with suppliers.
  • Analysis, clinical consultations and resulting reconfigurations of end-user supply rooms.
  • Process improvement work related to Perioperative Services including the OR cores and SPDICSR.

Humber River Regional Hospital – Toronto (2 sites)

  • Analysis, clinical consultations and resulting reconfigurations of all the end-user supply rooms throughout the hospital.
  • Layout redesign of the on-site warehouse.
  • Increased operating efficiencies and improved quality of service to the patient- care areas.

Capital Health Authority — Edmonton (9 sites)

  • Centralization of warehousing and logistics for the region and development / implementation of Standard Operating Procedures.
  • Designed: the layout and process flows for the new central warehouse and managed the implementation project for the establishment of the central facility.
  • Established low unit of measure replenishment system to all sites.
  • Consolidation of Purchasing activities and contracts across the region.
  • Analysis, reconfiguration and rebuilds of all end-user supply rooms to improve productivity and quality of service.
  • Implementation of a new information system for end-user supply management.
  • Staff training and in-servicing of all clinical areas related to the reconfigured supply rooms and logistics processes.

Grand River Hospital — Kitchener-Waterloo (2 sites)

  • Management services engagement whereby Logihedron provided interim management of the Materials Management and CSR/SPD departments.
  • In addition to the day-to-day management of the department processes and staff, a number of key projects were completed including:
    • Year 2000 preparation and planning process;
    • Organizational restructuring of the department and recruitment of key management staff;
    • Development of performance reporting tools and databases; and
    • Relocation planning for the on-site warehouse to facilitate hospital redevelopment.

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