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Abstract
Historically, cardiac catheterization laboratories have been a high-cost area in terms of supplies. Furthermore, they have been neglected in major cost reduction efforts because of the high profile and high profits associated with the procedures performed in such departments. However, given reduced reimbursements, such areas should scrutinize their inventories carefully without compromising physician resources or patient care. At Princeton-Baptist Medical Center (Birmingham, Alabama), these goals were met by achieving a consensus among physicians on product selection, implementing strict vendor control, setting and maintaining low par levels, inventorying stock daily, negotiating just-in-time deliveries, training staff to be conservation minded, and working in concert with central supply and materiel management personnel.