Wellstar Douglas Medical Center

Behind every successful patient interaction is a supply chain that works quietly but powerfully in the background. The Wellstar supply chain team uncovered critical gaps in our supply room processes—from expired products and unused inventory to time-consuming manual counts and inconsistent practices across departments. These challenges not only impacted efficiency and cost, but also posed risks to patient safety and regulatory compliance if left unaddressed.

The WellBin story

Managing medical supplies across a health system the size of Wellstar is a complex task. Led by Michael McCullough, senior vice president of supply chain at Wellstar, the supply chain team completed an internal analysis revealing that inefficiencies drove up labor and distribution costs due to rush orders, excess handling and overall waste. These challenges increased the risk of stockouts and overstocking, frustrated clinicians who had to compensate for supply gaps and raised the potential for canceled surgical cases.

One major issue was expired products caused by poor inventory rotation, which posed risks to both compliance and patient care. The team also found that 30% of items in supply rooms were “no-move”—sitting unused on shelves and resulting in wasted space and unnecessary costs.

Additionally, supplies ordered in bulk arrived in boxes, causing overstocks and failing to meet the Joint Commission’s guidelines for avoiding corrugated cardboard on patient floors. Manual supply counting consumed hours of team member time, often leading to inaccuracies and delays. The lack of standardized processes across departments created imbalanced stock levels, while reliance on “tribal knowledge” made it difficult to consistently manage supplies and train new team members. Addressing these pain points became a critical priority for the team as they looked to improve supply chain management across the system.

Streamlining supplies with WellBin

To tackle these problems, Wellstar rolled out an innovative medical supply system called WellBin—Wellstar’s version of the BlueBin system—which was tailored to our supply chain workflows and patient care standards. This two-bin Kanban system is customized and designed around our clinicians’ needs, ensuring they have the right amount of supplies, exactly when they need them. To achieve this, clinicians follow three simple steps:

1. Pull supplies from the front bin.
2. Pull the full bin from the back to the front when the front bin is empty.
3. Put the empty bin in the designated area on top of the rack.

By following this simple process every time, our supply rooms remain organized, efficient and consistently stocked with everything clinicians need. Supplies rarely expire, stockouts are uncommon and waste is significantly reduced.

Wellstar and BlueBin worked hand-in-hand to tailor WellBin with key customizations that support the unique needs of our teams. These include:

Optimized inventory levels

While BlueBin recommends three to five days of inventory, Wellstar increased on-hand stock levels to eight days. This ensures clinical teams always have what they need and reduces costs related to frequent reordering.

Silver cart supply delivery

Supplies from our Consolidated Service Center (CSC) are grouped by supply room and delivered on carts rather than pallets. This eliminates the need for team members to spend up to 90 minutes per day breaking down pallets and reduces cardboard waste on patient floors—supporting Joint Commission compliance.

In-room staging

Instead of using a centralized staging area for replenishment, Wellstar processes replenishment directly within supply rooms—reducing lost bins, excess handling and space constraints.

Dedicated implementation team

Rather than relying on external teams for setup, Wellstar worked with BlueBin to train our own teams to manage builds and maintenance. This approach ensures long-term sustainability, enables faster issue resolution and cuts implementation costs by 50%.

“WellBin transformed our supply chain from a reactive, inefficient process to a proactive and clinician-friendly system,” said Jeremy Stewart, supply chain lean manager at Wellstar.

WellBin makes a difference

Since implementing the WellBin system, Wellstar has seen significant improvements across the supply chain. Expired products have been reduced significantly, boosting patient safety and ensuring better compliance. The system has eliminated time-consuming manual counts, freeing up team member hours and increasing overall efficiency. By standardizing processes across departments, WellBin has minimized reliance on tribal knowledge. This makes it easier for contract and float nurses to find the supplies they need quickly.

Clinician satisfaction has improved, and fewer stockouts mean smoother patient care without interruptions. The reduction in waste has also led to cost savings and stronger regulatory compliance.

“Before WellBin, we were constantly scrambling for supplies,” said Kori Rippet, radiology manager at Wellstar North Fulton Medical Center. “Now, everything is where it should be, and our team can focus on patient care instead of inventory.”

Lessons learned

Implementing WellBin has taught us valuable lessons about improving supply chain management at Wellstar. Clinician involvement proved critical to the smooth adoption of new processes. Customizing BlueBin’s system into WellBin allowed us to better meet Wellstar’s unique needs and boosted team member engagement. Using actionable data and analytics helped the team make informed adjustments and drive continuous improvement. Ongoing training for on-site teams has supported compliance and proper system use. Proactive Gemba walks—on-site observations of workflow in action—by the supply chain team have enabled real-time problem solving right where it matters most.

"WellBin didn’t just optimize our inventory—it empowered our teams to deliver better care,” said Wellstar CSC Executive Director Adam Flood. “By reducing waste, improving efficiency and enhancing team member satisfaction, WellBin has become a cornerstone of Wellstar’s operational excellence.”

WellBin has been installed at Wellstar Kennestone, Wellstar Cobb, Wellstar Paulding, Wellstar Douglas, Wellstar Spalding and Wellstar Sylvan Grove Medical Centers. Installation is underway at Wellstar North Fulton Medical Center, Wellstar Roosevelt, Wellstar MCG Health Medical Center, Wellstar Children’s Hospital of Georgia and Wellstar Windy Hill. Wellstar Health Parks are slated for WellBin in 2026.

This article was originally published on Atlanta Business Chronicle on May 19, 2023.

Stroke is the fifth leading cause of death in the United States. The Georgia Department of Public Health reports the state had the 12th highest stroke death rate in the country. Georgia is also part of the “stroke belt,” an area of the southeastern United States with stroke death rates 30% higher than the rest of the nation.

As the leading — but preventable — cause of disability, stroke can happen at any age.

Stroke is a medical emergency, meaning the blood flow to an area of the brain is cut off, depriving brain tissue of oxygen and nutrients. When this happens, brain cells start to die and abilities controlled by that area of the brain, such as speech or muscle control, are lost.

New drugs and new advanced treatments — such as the Tigertriever and Artemis — are helping reduce the death and disability impact of stroke, as well as comprehensive care programs and innovative hospital partnerships that expand stroke services into rural areas.

Physicians from Wellstar Health System and the CEO of a hospital in northeast Georgia joined Atlanta Business Chronicle to discuss stroke prevention and the future of stroke care.

Panelists & moderator

• Dr. Rishi Gupta, Endovascular Neurologist and Co-Medical Director of Neuro Care
• Dr. Ashis Tayal, Vascular Neurologist, Wellstar, Director of Neuro Care Network
• Van Loskoski, CEO, Stephens County Hospital
• David Rubinger, Market President & Publisher, Atlanta Business Chronicle; Moderator

What is stroke, screening and secondary prevention

David Rubinger: Dr. Tayal, set the stage for us about the definition of stroke.

Dr. Ashis Tayal: A stroke is a sudden injury of the brain due to blockage or rupture of an artery in the brain. Injuries to the brain and disability can vary significantly.

The most common, ischemic stroke injury, is due to obstruction of an artery that causes a loss of blood flow to a critical part of the brain which damages the brain rapidly.

The other type of stroke is hemorrhagic stroke, where there’s a rupture of an artery, bleeding into the brain, or the surfaces of the brain, and that is called an intracerebral hemorrhage or a subarachnoid hemorrhage.

Rubinger: I think Americans have become a little better educated as to who’s at risk for stroke, but why don’t you walk us through that. Who would be a potential stroke candidate?

Tayal: High blood pressure, or hypertension, is the most common risk factor for both ischemic and hemorrhagic strokes. High blood pressure is an extremely common but controllable condition. Almost 80% of people have hypertension as they’re getting older.

Other risk factors include diabetes associated with elevated blood sugars causing accelerated blockage of arteries and high cholesterol, which can be related to diet and genetics.

Atrial fibrillation, a common heart arrhythmia that occurs as people get older, also places people at risk for the most severe and disabling types of strokes. And plaque buildup in specific arteries of the neck and brain also leads to an increased risk of stroke.

Smoking is another risk factor. Many adults still smoke despite a lot of progress in stroke treatment, and smoking puts people at risk for different types of stroke.

Rubinger: What about atmospheric things like stress and other areas like that? How does that play into it? Or do those things manifest themselves because of the other underlying physical conditions?

Tayal: I don’t view stress, in and of itself, as a risk factor for stroke. I think that’s more related to people’s environments and their own personalities and how they respond to stress. I do think people who are under undue stress can have poor lifestyle habits, and those poor lifestyle habits, whether poor eating habits, smoking, weight gain or lack of exercise, can lead to conditions that increase the risk for stroke.

Rubinger: So how is the healthcare system doing treating strokes? Do you believe that what’s going on at the primary care provider’s office is helping or do we have a way to go?

Tayal: In the United States, preventive care has improved the treatment of risk factors that lead to stroke, but communities must maintain routine checkups as many of the risk factors are silent.

There are improved treatments for hypertension, more aggressive treatment for diabetes, and more efforts at smoking cessation. Just the fact that we treat hypertension better than we did a generation ago has had a great impact on lowering the prevalence of stroke.

That being said, some of the most exciting work on stroke has often been done in the area of acute treatment of stroke with clot-busting drugs, catheter-based treatments and medications to protect the brain during an acute injury.

Rubinger: Has pharmacology gotten better in terms of the hypertension medicines that are out there? Have anti-cholesterol medicines improved in recent years?

Tayal: In the past, healthcare providers were often undertreating people with hyperlipidemia — high cholesterol — and not fully appreciating the benefits of significant reductions in cholesterol levels. For example, we’ve learned that driving cholesterol down into much lower ranges under 55 mg/dL can benefit our patients who have vascular disease as a cause for their stroke.

In the fight against high cholesterol, newer medications that prevent the absorption of cholesterol are now available. Recent developments have led to the discovery of a new underutilized class of drugs called PCSK-9 inhibitors that are highly effective.