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At least 73 records · Page 4Linked to original sources

Implementation of an automated medication/supply distribution system.

In the summer of 1992, Carraway Methodist Medical Center implemented a computerized medication and supply distribution system from the pharmacy and central supply to the patient care units. Improved efficiency was achieved in the form of automatic billing, inventory control, decreased worked hours per patient day, and improved documentation. Regulatory requirements relating to narcotic distribution were simplified through technology eliminating manual counting, handwritten signatures, and manual record keeping. The impact from this change was cost effective, allowed more time at the bedside, provided easier access to pharmacy and central supply items, facilitated inventory control, and increased nursing productivity as well as increasing nursing satisfaction.

Alabama↗

An analysis of catering options within NHS acute hospitals.

Reforms of the NHS's healthcare structure have placed additional pressure on all aspects of hospital management. Evaluation of the effects of these reforms is difficult without more information on current conditions. Hospital catering in acute care trusts has little contemporary background research available. With this in mind, a survey of all the acute care NHS trusts within the eight regions in England was undertaken to investigate the hospital meal service process. A mailed questionnaire asked for the meal production system, food service method and food delivery personnel used by each trust, and a copy of a weekly menu. Results, from an 80.7 per cent response rate, indicate that most trusts use batch cooking to prepare their meals, and plated meal service to deliver the food to the wards. Almost 75 per cent of the trusts use nurses, at least in part, to serve food. English foodstuffs dominate the menus. Most of the trusts have moved towards meeting the goals set by the Patients' Charter and other NHS recommendations.

Cooking↗

Pick and Pack: a just-in-time forms order and delivery system.

Since the University of Alabama Hospital at Birmingham (UAB) had an in-plant print shop, the idea of purchasing forms from an outside supplier on a JIT order and delivery system didn't occur to them. But after establishing a successful medical/surgical JIT system at University of Alabama Hospital at Birmingham (UAB), the Director of Support Services and the Director of Purchasing looked at and developed a program to have a JIT forms inventory system by using their own print shop in conjunction with an outside supplier. The system, called Pick and Pack, basically works like this: An outside supplier buys flat-bed forms printed by the UAB Print Shop for resale back to UAB, and also produces their own custom, continuous forms to sell to UAB. The supplier warehouses, then picks and packs per individual UAB patient care unit order and delivers the forms to the UAB Material Management loading dock. Requisitioning is on-line for each patient care unit, Materiel Management and the supplier. Success was achieved in a step-by-step manner, reducing a time-consuming, labor-intensive receiving process to a one-person process. Inventory of forms is estimated to have been reduced by $90,000 and approximately 2,160 cubic feet of space freed for other uses.

Alabama↗

A procedure for rapid issue of red cells for emergency use.

CONTEXT: A College of American Pathologists Q-Probe revealed that the median turnaround times for emergency requests for red blood cells from the operating room were 30 minutes to release of cells from the blood bank and 34 minutes to delivery to the operating room. These times may not be adequate to permit the red cells to provide sufficiently rapid delivery of oxygen in massively bleeding patients. OBJECTIVE: To improve the time from emergency request for red cells to delivery to the operating room. DESIGN: A new emergency issue program was implemented for only the operating rooms; emergency issue to all other hospital locations remained unchanged. Six units of group O Rh-negative red blood cells (RBCs) are maintained in the blood bank in a separate basket with transfusion forms containing the unit numbers and expiration dates and a bag with one blood tubing segment from each unit. The times to issue and to delivery to the operating room suite were compared with time to issue of 2 group O Rh-negative RBCs for other hospital locations using the older system during the same time period and with the time to issue of 2 units to all other hospital locations during the preceding 2 years. SETTING: A university hospital. MAIN OUTCOME MEASURES: Time between emergency request for red cells and delivery to the operating room. RESULTS: The time between blood bank notification and arrival in the operating room of the 6 units of RBCs was significantly shorter than the time required to just issue (not including delivery time) 2 units of RBCs to other hospital locations. With the new procedure, 82% of units issued reached the operating room within 2 minutes of request, 91% arrived within 3 minutes, and 100% arrived within 4 minutes. These percentages are significantly higher than those for only issue of blood (without delivery) using the older issuing procedure for all hospital locations during the previous 2 years (37%, 49%, and 66%, respectively; P = .007, .009, and .02, respectively) and for other locations during the same 7-month period (29%, 46%, and 73%, respectively; P = .004, .01, and .09, respectively). Time (mean [95% confidence interval]) from blood bank notification to delivery of RBCs to the operating room suite (2.1 [1.6-2.6] minutes, of which approximately 50-60 seconds is attributable to delivery time) was less than issue times (not including delivery times) using the older issuing procedure for other hospital locations during the same period (4.1 [3.1-5.0] minutes; P = .007). CONCLUSIONS: An emergency issue procedure can be used to issue several units of RBCs within 1 minute and have them delivered to the operating room within 2 minutes while maintaining sufficient controls and providing required information to satisfy patient and blood bank requirements.

Blood Banks↗

Managing equipment for emergency obstetric care in rural hospitals.

In resource-poor countries, substantial sums of money from governments and international donors are used to purchase equipment for health facilities. WHO estimates that 50-80% of such equipment remains non-functional. This article is based on experience from various projects in developing countries in Asia and Africa. The key issues in the purchase, distribution, installation, management and maintenance of equipment for emergency obstetric care (EmOC) services are identified and discussed. Some positive examples are described to show how common equipment management problems are solved.

Africa↗

Automating the supply chain in the OR.

At the University of Louisville (Ky) Hospital, staff members from the materials management and surgery departments have worked together to automate the supply chain. The goals were to remove supply activities from clinical staff members whenever possible, obtain and apply information for better product ordering and use, reduce personnel in the materials management department, and improve perioperative nurses' ability to obtain supplies--all at a decreased cost to the facility. This article describes how, after implementing point-of-service technology for all surgical supplies, the facility realized a cost-per-procedure savings of 16% and increased satisfaction among staff members in both departments.

Automation↗

How to move things around a hospital: transport logistics at St. Michael's.

Ongoing fiscal restraint challenges hospitals to focus their resources primarily on core services. Support services receive much less attention. This article describes the experience of Toronto's St. Michael's Hospital when it re-engineered its transport logistics by consolidating centralized support services into a logistics department and creating new roles and processes to enhance patient care.

Central Supply, Hospital↗

Minor depression and physical outcome trajectories in heart failure and pulmonary disease.

We examined conjoint trajectories of depression-physical illness outcomes in elderly inpatients with minor depression and heart failure or pulmonary disease, and identified demographic, psychosocial, physical, and treatment predictors of trajectory. Consecutively admitted patients over age 50 with heart failure and/or chronic pulmonary disease were screened for minor depression using the Structured Clinical Interview for Depression. Follow-up evaluations were performed at 6 and 12 weeks using the Longitudinal Interview Follow-Up Evaluation, Hamilton Depression Scale, and Chronic Heart Failure-Chronic Respiratory Disease Questionnaire. Patients were placed into four depression-physical illness outcome trajectories: (T#1) depression better, illness better; (T#2) depression better, illness same; (T#3) depression same, illness better; and (T#4) depression same, illness same. Bivariate and multivariate predictors were examined. Minor depression was identified in 587 patients. Of these, 487 were evaluated at 6 weeks and 444 at 12 weeks. By 6 weeks, 39.4% of patients improved both on depression and physical illness (T#1), and 27.3% improved on neither (T#4). By 12 weeks, 49.6% had improved on both and 20.5% on neither. Race, admitting hospital, past psychiatric history, family psychiatric history, comorbid physical illnesses, and antidepressant drug treatment independently predicted outcome trajectory. Improvements in depression and physical illness track closely together in elderly inpatients with heart failure or pulmonary disease. Baseline patient characteristics predict which outcome trajectory they are likely to follow after hospital discharge, and may be useful in diagnosis and management.

Aged↗

[General services].

The present article describes the activity performed by the medical support services and, more specifically, by operational services (which include mainly cleaning, laundry, and non-patient transport) and catering. We outline the normal activity of these services and then provide details of how they were affected on 11 March and subsequent days. Data relating to the Rehabilitation Centers and Ophthalmology Institute are not included as they were not significantly affected from the point of view discussed herein.

Food Service, Hospital↗

A simplistic approach to restocking crash carts.

An organized crash cart can bring a sense of structure to a potentially chaotic situation. By standardizing every crash cart, time and confusion can be saved, which in turn may save a life during an emergency situation. This article describes one hospital's solution to the design and restocking of crash carts. This approach streamlined the process of restocking the medication component of the crash carts by the pharmacy department. No matter what time of day or night a code was called, the pharmacy could have the medications replaced within minutes.

Cardiopulmonary Resuscitation↗

Beyond just-in-time: the UCLA Medical Center experience.

This article is a narrative description of how and why the UCLA Medical Center arrived at the point of a vendor-managed supply distribution program. The article outlines a historical perspective of supply distribution and places UCLA in that framework. It goes on to summarize the UCLA Medical Center model both for stock and nonstock distribution. A new program overview outlines the Owens & Minor commitment to UCLA, and there is a short discussion of AXIOMM, the UCLA Medical Center computer purchasing program.

Contract Services↗