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The Effect of Changing Batch Frequen...

Chiu, Shih-Feng,

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The Effect of Changing Batch Frequency, Lead Time and Installing an I.V. Workflow Management System on Intravenous Admixture Operations in a Pediatric Hospital /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Effect of Changing Batch Frequency, Lead Time and Installing an I.V. Workflow Management System on Intravenous Admixture Operations in a Pediatric Hospital // Shih-Feng Chiu.
作者:	Chiu, Shih-Feng,
面頁冊數:	1 electronic resource (197 pages)
附註:	Source: Dissertations Abstracts International, Volume: 76-02, Section: B.
Contained By:	Dissertations Abstracts International76-02B.
標題:	Pharmaceutical sciences. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3629090
ISBN:	9781321057539

The Effect of Changing Batch Frequency, Lead Time and Installing an I.V. Workflow Management System on Intravenous Admixture Operations in a Pediatric Hospital /
Chiu, Shih-Feng,

The Effect of Changing Batch Frequency, Lead Time and Installing an I.V. Workflow Management System on Intravenous Admixture Operations in a Pediatric Hospital /Shih-Feng Chiu. - 1 electronic resource (197 pages)

Source: Dissertations Abstracts International, Volume: 76-02, Section: B.

PURPOSE: The purpose of this dissertation was to study the effect of changing the i.v. batch schedule (changing i.v. batch frequency and changing preparation lead time) and installing the new i.v. workflow management system: DoseEdge® system with the current CCHMC i.v. operations. The hospital database analysis, mathematical model and computer simulation model were applied as study research tools. The final goal was to determine the two i.v. batch schedules that would offer the maximum savings of monthly wasted cost. One of the i.v. batch schedules for the pharmacy i.v. operation was without the DoseEdge® system, and the other i.v. batch schedule for the pharmacy i.v. operation was with the DoseEdge® system. OBJECTIVES: The objectives were: (1) to estimate the number of wasted i.v. doses, cost of wasted i.v. doses and the number of extra i.v. dose errors in the existing CCHMC i.v. operations, (2) to estimate the effect of changing i.v. batch frequency and lead time on the number of wasted i.v. doses, cost of wasted i.v. doses and the number of extra i.v. dose errors, (3) to estimate the effect of installing the DoseEdge® System with various combinations of batch frequency and lead time on completion rate of i.v. batch schedule, utilization rate of hoods, utilization rate of pharmacists and utilization rate of technicians, and (4) to determine the optimal i.v. batch schedule (combination of i.v. batch frequency and lead time) with or without the DoseEdge® System for the CCHMC i.v. operations. RESULTS: The study site is Cincinnati Children's Hospital Medical Center (CCHMC), which is a 512-bed pediatric hospital located in Cincinnati, Ohio. The CCHMC i.v. room is located in the main pharmacy at the Division of Pharmacy. The DoseEdge® i.v. workflow management system was installed in 2011. The database analysis results of the current CCHMC i.v. operation from October 2011 to March 2012 showed that the monthly number of i.v. wasted doses was 8,599, the monthly cost of i.v. wasted doses was $109,271, and the monthly extra dose error rate was 0.13%. For the CCHMC i.v. operation, the i.v. batch schedule without the DoseEdge® system was determined to be three batches per day with two hours lead time. The cost of wasted i.v. doses was reduced by 84.4% to $17,033 per month, and the potential number of extra i.v. dose errors was reduced by 84.8% to 1.7 doses per month. For the CCHMC i.v. operation, the i.v. batch schedule with the DoseEdge® system was determined to be three batches per day with three hours lead time. The cost of wasted i.v. doses was decreased by 81.8% to $19,910 per month, and the potential number of extra i.v. dose errors was reduced 82.1% to 2.0 doses per month. CONCLUSIONS: The study proved that changing the batch frequencies and lead time can reduce the i.v. wastes and potential extra i.v. dose errors significantly and installing the DoseEdge ® system can change the utilization rates of hoods and staff, without changing the staff numbers in the i.v. operation.

English

ISBN: 9781321057539Subjects--Topical Terms:

3173021
Pharmaceutical sciences.
Subjects--Index Terms:

Doseedge system

The Effect of Changing Batch Frequency, Lead Time and Installing an I.V. Workflow Management System on Intravenous Admixture Operations in a Pediatric Hospital /
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500 $a Source: Dissertations Abstracts International, Volume: 76-02, Section: B.
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500 $a Advisors: Lin, Alex C. Committee members: Cavanaugh, Teresa; Froehle, Craig; Heaton, Pamela; Mayhaus, David.
502 $b Ph.D. $c University of Cincinnati $d 2014.
520 $a PURPOSE: The purpose of this dissertation was to study the effect of changing the i.v. batch schedule (changing i.v. batch frequency and changing preparation lead time) and installing the new i.v. workflow management system: DoseEdge® system with the current CCHMC i.v. operations. The hospital database analysis, mathematical model and computer simulation model were applied as study research tools. The final goal was to determine the two i.v. batch schedules that would offer the maximum savings of monthly wasted cost. One of the i.v. batch schedules for the pharmacy i.v. operation was without the DoseEdge® system, and the other i.v. batch schedule for the pharmacy i.v. operation was with the DoseEdge® system. OBJECTIVES: The objectives were: (1) to estimate the number of wasted i.v. doses, cost of wasted i.v. doses and the number of extra i.v. dose errors in the existing CCHMC i.v. operations, (2) to estimate the effect of changing i.v. batch frequency and lead time on the number of wasted i.v. doses, cost of wasted i.v. doses and the number of extra i.v. dose errors, (3) to estimate the effect of installing the DoseEdge® System with various combinations of batch frequency and lead time on completion rate of i.v. batch schedule, utilization rate of hoods, utilization rate of pharmacists and utilization rate of technicians, and (4) to determine the optimal i.v. batch schedule (combination of i.v. batch frequency and lead time) with or without the DoseEdge® System for the CCHMC i.v. operations. RESULTS: The study site is Cincinnati Children's Hospital Medical Center (CCHMC), which is a 512-bed pediatric hospital located in Cincinnati, Ohio. The CCHMC i.v. room is located in the main pharmacy at the Division of Pharmacy. The DoseEdge® i.v. workflow management system was installed in 2011. The database analysis results of the current CCHMC i.v. operation from October 2011 to March 2012 showed that the monthly number of i.v. wasted doses was 8,599, the monthly cost of i.v. wasted doses was $109,271, and the monthly extra dose error rate was 0.13%. For the CCHMC i.v. operation, the i.v. batch schedule without the DoseEdge® system was determined to be three batches per day with two hours lead time. The cost of wasted i.v. doses was reduced by 84.4% to $17,033 per month, and the potential number of extra i.v. dose errors was reduced by 84.8% to 1.7 doses per month. For the CCHMC i.v. operation, the i.v. batch schedule with the DoseEdge® system was determined to be three batches per day with three hours lead time. The cost of wasted i.v. doses was decreased by 81.8% to $19,910 per month, and the potential number of extra i.v. dose errors was reduced 82.1% to 2.0 doses per month. CONCLUSIONS: The study proved that changing the batch frequencies and lead time can reduce the i.v. wastes and potential extra i.v. dose errors significantly and installing the DoseEdge ® system can change the utilization rates of hoods and staff, without changing the staff numbers in the i.v. operation.
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653 $a Doseedge system
653 $a Extra dose error
653 $a I.v. batch frequency
653 $a Optimal batch schedule
653 $a Preparation lead time
653 $a Wasted cost
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710 2 $a University of Cincinnati. $b Pharmaceutical Sciences/Biopharmaceuticals. $e degree granting institution. $3 3819132
720 1 $a Lin, Alex C. $e degree supervisor.
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