This seems old and not including e.g. GS1 who has applied a great effort to consistent adoption.
But it's a very comprehensive and useful guide.
I'd put this on my must-read before any healthcare/pharmacy automation process.
Implementation Guide for the Use of Bar Code Technology in Healthcare
Most of this can be applied for basic uses of RFID. althought fortunately RFID technology is allowing uses that were not possible with barcode.
Showing posts with label Supply. Show all posts
Showing posts with label Supply. Show all posts
Saturday, 30 March 2013
Sunday, 16 October 2011
On Stock management in Pharmacy
Daily examples to describe some problems around the resupply of items in a Pharmacy:
The most usual approach to organized supply of items seems to be
Minimum Level Reordering
In this case, (which introduces the concept of reorder point), the reorder quantity can be fixed, but the frequency of refills depends on the consumption.
This is like we go shopping (for a predetermined number on units) immediately when we see we are short on some item.
In other cases, there may be a continuous (e.g. weekly) supply. In this case the frequency is fixed, but the refill amount depends on the quantity needed . This is when we go monthly or weekly to a big store - the amount we buy is usually variable.
Personally, like everyone, I think, I do not buy when the stock is below a given level. I note it in my list, and I consider the time between purchases and other factors to determine the quantity to buy.
More interesting for healthcare (but trivial to any person): when I go shopping, I take into account not only the current stock, and the usual stock, but also any additional factors that may influence e.g. the desired stock level - taking into account that I have one more person with me will increase the amount of food that I must buy.
This introduces the notions in Operations Research, where much advanced knowledge exists, and should be applicable to healthcare.
Healthcare logistics are still one step behind "normal" logistics, and the exploration of use cases should permit some innovation in healthcare.
The most usual approach to organized supply of items seems to be
Minimum Level Reordering
In this case, (which introduces the concept of reorder point), the reorder quantity can be fixed, but the frequency of refills depends on the consumption.
This is like we go shopping (for a predetermined number on units) immediately when we see we are short on some item.
In other cases, there may be a continuous (e.g. weekly) supply. In this case the frequency is fixed, but the refill amount depends on the quantity needed . This is when we go monthly or weekly to a big store - the amount we buy is usually variable.
Personally, like everyone, I think, I do not buy when the stock is below a given level. I note it in my list, and I consider the time between purchases and other factors to determine the quantity to buy.
More interesting for healthcare (but trivial to any person): when I go shopping, I take into account not only the current stock, and the usual stock, but also any additional factors that may influence e.g. the desired stock level - taking into account that I have one more person with me will increase the amount of food that I must buy.
This introduces the notions in Operations Research, where much advanced knowledge exists, and should be applicable to healthcare.
Healthcare logistics are still one step behind "normal" logistics, and the exploration of use cases should permit some innovation in healthcare.
Tuesday, 27 September 2011
Supply of Medical Devices
A nice video on supply of medical devices.
Optimizing the Supply Chain of Medical Devices: A Shared SaaS Platform for Suppliers and Providers
This reminded me of my field visits, where the sales Rep keeps a trunk stock, and a paper report or an application acts as a stock manager.
Some interesting concepts:
- Physician Preference Items (100 to 20000 US$ each, ca 40% of total hospital supply expenses)
- Consignment items
- Write-offs (I no longer find write-offs an issue, only the fact that they are not controlled/observed)
- Reverse logistics ARE important (Recalls, expired items)
Some concepts I keep present:
- 3 most important things seem to be traceability, traceability and traceability. Easy traceability, as in "show me your RFID/Barcode, I will know where you are". Ubiquitous traceability, as in "tell me often where you are".
- A rigid system would not work. Any system should not be limiting the marketing and distribution models
- Integration with other processes (charging, clinical) is a common requirement. For example tracking an item that has been implanted...
When it comes to inventory...
All you know is that you're wrong. But how wrong?
Optimizing the Supply Chain of Medical Devices: A Shared SaaS Platform for Suppliers and Providers
This reminded me of my field visits, where the sales Rep keeps a trunk stock, and a paper report or an application acts as a stock manager.
Some interesting concepts:
- Physician Preference Items (100 to 20000 US$ each, ca 40% of total hospital supply expenses)
- Consignment items
- Write-offs (I no longer find write-offs an issue, only the fact that they are not controlled/observed)
- Reverse logistics ARE important (Recalls, expired items)
Some concepts I keep present:
- 3 most important things seem to be traceability, traceability and traceability. Easy traceability, as in "show me your RFID/Barcode, I will know where you are". Ubiquitous traceability, as in "tell me often where you are".
- A rigid system would not work. Any system should not be limiting the marketing and distribution models
- Integration with other processes (charging, clinical) is a common requirement. For example tracking an item that has been implanted...
When it comes to inventory...
All you know is that you're wrong. But how wrong?
Saturday, 10 September 2011
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