Lean in clinics and hospitals Part-III

As a concluding part of the series on improving processes at hospitals and
clinics, we look into the following approaches as well.

 

Par-level balancing

Par-level balancing, or inventory level balancing, is the process of matching
stock levels to actual demand. Instead of using gut-feeling logic to determine
the right amount of supplies, par-level balancing uses actual consumption data.
These data should be collected for at least 12 months to visualize any seasonal
or cyclical patterns.

 

The process of setting par levels should be a cross-functional effort between
material management and clinical staff, and should consider lead times, usage
unit-of-measure, and service-level expectations.

 

Consolidating storage locations

5S often reveals multiple storage locations for the same item. If the right par
level at the correct location is to be achieved, the cause for multiple storage
locations must be determined. An accurate list of inventory locations, clearly
documented unit needs, and convenient replenishment times (e.g., stocking
without interrupting regular operations) is paramount when consolidating storage
locations.

 

On the other hand, eliminating multiple stores should never put a strain on
particular areas of care. First and foremost, we need to understand product
usage throughout the care facility. Consumption velocities and quantities must
be defined for all areas to ensure that we are reflecting patient needs and not
just staff behavior.

 

Applying the above methods as part of a holistic supply-chain program will
generate far-reaching benefits. Ensuring that hospital staff has what it needs,
in the quantities it needs, when and where it needs it enhances care and patient
access while lowering costs.

 

This process abolishes variability and creates standardization, which in turn
increases staff and patient satisfaction while eliminating the daily chaos of
nonvalue-added activities, such as supply searches. Staff can spend more face
time with patients, which boosts patient satisfaction, and enables nurses to
spend more time on patient-specific activities like charting and discharge
coordination, which ultimately reduces a patient’s level of service. In
conjunction, par level balancing and automation technology provide greater
control over inventory use and money spent by enhancing the visibility of usage
and reducing on-hand product levels without jeopardizing quality of care
standards.

 

Visibility and control of hospital materials open the door for more
opportunities further along the supply chain. Leveraging a centralized
distribution system can minimize the amount of warehousing activities taking
place within a hospital. Point-of-use deliveries to the hospital dock can be
made instead of sorting and picking from the hospital warehouse. It is possible
to achieve total supply-chain automation at hospitals by eliminating counting
and picking.