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At least 433 records · Page 24Linked to original sources
PubMed1999

Patient product availability through the use of systems thinking: developing coherent relationships.

The traditional techniques of quality improvement, such as just-in-time delivery, can only go so far in dealing with materiel management issues. A further step is necessary: the implementation of systems thinking. This type of thinking focuses on the interconnectedness of all the members that exist throughout the system. This article explains the nature of systems thinking and how it can be used in materiels management to describe and improve the availability of materiels needed.

Contract Services↗
PubMedDate not supplied

[Supply services at health facilities: measuring performance].

Performance measurement, in their different meanings--either balance scorecard or outputs measurement--have become an essential tool in today's organizations (World-Class organizations) to improve service quality and reduce costs. This paper presents a performance measurement system for the hospital supply chain. The system is organized in different levels and groups of indicators in order to show a hierarchical, coherent and integrated vision of the processes. Thus, supply services performance is measured according to (1) financial aspects, (2) customers satisfaction aspects and (3) internal aspects of the processes performed. Since the informational needs of the managers vary within the administrative structure, the performance measurement system is defined in three hierarchical levels. Firstly, the whole supply chain, with the different interrelation of activities. Secondly, the three main processes of the chain--physical management of products, purchasing and negotiation processes and the local storage units. And finally, the performance measurement of each activity involved. The system and the indicators have been evaluated with the participation of 17 health services of Quebec (Canada), however, and due to the similarities of the operation, could be equally implemented in Spanish hospitals.

Central Supply, Hospital↗
PubMed1993

Just-in-time: implications for the hospital industry.

The Just-In-Time system is an operations technique that was developed in Japan and became a growing trend in U.S. industry. JIT applications are relatively new to the hospital industry. Entry into a JIT arrangement requires a good deal of forethought and planning prior to implementation. Hospitals, in order to profitably implement JIT, must commit to a limited number of suppliers, share "vital" information about their operations, and importantly, remove functions they are presently performing as the supplier provides additional services. Introducing JIT in hospital operations involves more than simple edicts from management. If implemented correctly, it has the ability to slash costs, increase productivity levels, utilization of equipments, reduce the need for certain indirect labor, such as material handlers and increase profits.

Computer Communication Networks↗
PubMed1994

Easy order system for materials services customers.

At the Hospital of Saint Raphael in New Haven, CT, the system for identifying and delivering items requested in between regular deliveries to patient care units was not efficient. The Materials Services Center (MSC) staff was frustrated at having to second-guess the needs of the medical floors, and the nursing staff was irate over the number of errors in the supplies they received. In addition, floors were borrowing supplies from each other, and the charges were being lost in the shuffle. The Materials Services Department solved the problem by developing a catalog and order transaction forms that matched requests with standard item numbers and descriptions. Customer satisfaction is way up and lost charges are way down as a result.

Catalogs as Topic↗
PubMed2003

Evaluation of an infrared/radiofrequency equipment-tracking system in a tertiary care hospital.

Optimal management of assets in large hospitals is important to both cost control and patient care. A prospective controlled evaluation was conducted to determine whether an asset-tracking system using combined radiofrequency and infrared signals could increase equipment utilization, increase appropriate charge capture, and decrease personnel time spent looking for equipment. Two wards at Duke University Medical Center were randomly assigned as intervention and control. Beds sequential compression devices (SCDs), and infusion pumps were monitored during a 6-week intervention period, preceded and followed by 6-week control periods. The system's accuracy for detecting equipment, relative to a trained surveyor, was greater than 80%. Accuracy for locating equipment to a specific room was 60-80%. With the system available, we observed increased utilization of infusion pumps but not of beds or SCDs. Nursing staff and system users had positive impressions of the system and its potential. Tracking systems can successfully locate hospital equipment and may improve utilization.

Academic Medical Centers↗
PubMedDate not supplied

The performance of material management in health care organizations.

This paper studies the hospital supply chain. The analysis of the operational and financial data of hospital administrative structures has permitted the discovery of the characteristics of work carried out by the employees and the different strategies used by the managers. Firstly, hospital supply chains must be classified into two groups influenced by medical factors (short-term and long-term hospitals). Secondly, two different management approaches can be observed when the supply chain operations are analysed. The first approach assigns a larger budget priority to inventory control, packages reception and internal distribution. Thus, the purchasing services have relatively fewer resources. In the second approach, contract negotiation and product ordering processes are enforced by the deployment of, relatively, more personnel. In both cases, the central store service performs merchandise reception and distribution according to the strategies determined by the purchasing service.

Budgets↗