V.5 Selecting, Implementing, and Maintaining a Point of Use System

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V.5 Selecting, Implementing, and Maintaining a
Point of Use System
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Selecting, Implementing, and Maintaining a Point
of Use System

• Jean Sargent, CMRP, FCS
• UCLA Healthcare
• Los Angeles, California

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Benefits to a POU System

• Instant review of PAR, ROP, CL
• Instant credit
• Decreased stock outs
• Nursing has more time with patients
• Electronic receipts for replenishment
• Automatic ordering

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Benefits to a POU System

• Daily counts can be reduced
• Picking labor reduced up to 25
• Keying charge tickets eliminated
• Stickers are eliminated
• Improved revenue
• Reporting

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Benefits to a Closed System

• Stock is secured
• Access is limited
• Usage information more accurate
• Every item has an assigned location

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Benefits to an Open System

• Users can take product in an emergency
• No space limitations
• No construction

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What is your supply chain system today

• PAR distribution lists?
• Handheld technology?
• Where?
• Nursing
• Radiology
• Cath lab
• Operating Room
• Physicians offices

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Questions to ask

• What type of systems to evaluate
• Open
• Closed
• Combination of both
• Requirements
• Space
• Construction
• Cabling
• What areas should be included in the selection
  process
• Beta testing?

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Who should participate in selection process?

• Materials management
• Purchasing
• Distribution
• End users
• Information systems (interfaces)
• MMIS support
• Finance

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What processes are being considered for
improvement?

• Patient charge capture
• Supply usage tracking
• Supply cost containment
• Reduction or reassignment of staff

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Cost Considerations

• Reduction in inventories
• Reduction in lost supplies
• Lease or buy
• Annual maintenance costs
• Increase in revenues

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Return on Investment

• Determine locations
• Determine dollar amount spent on reimbursable
  supplies
• Estimate of increase in charge capture
• Estimate of supply losses that will be mitigated

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Sample Return On Investment

• Patient chargeable items purchased in FY
  2,046,754
• Estimated Lost Charges 10
• Estimated 100 of Charges 2,274,171
• Estimated Lost Charges 227,417

• Patient chargeable items purchased in FY
  24,336,401
• Estimated Lost Charges 10
• Estimated 100 of Charges 27,040,445
• Estimated Lost Charges 2,704,045

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Getting Started

• Conduct a walk through to determine site
  locations, networking drops and construction
  needs
• Place orders
• Determine interfaces
• Organize supplies
• Conduct inventories
• User account set up and permission
• Training

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Project Plan

• Task
• Responsible party
• Task
• Duration
• Start Date
• Finish Date
• Preceding task
• Resource

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PAR Information

• Is PAR location information up to date and ready
  to be added to the new system
• Will these same items and quantities fit into new
  system
• How to determine items/quantities

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Construction

• Need to remove cabinets
• Need to purchase wire carts
• Need to purchase cath carts
• Need to have network computer drops in each
  location

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Training and Education

• Purchasing staff
• Distribution staff
• End users
• Warehouse staff
• Finance
• Charge master
• Ongoing training

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Interfaces

• MMIS
• ADT
• Charging
• Finance
• Distributor/warehouse

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Replenishment Schedules

• Maximum/PAR 7 days
• ROP 3 days
• Critical low 2 days
• Generate requisitions daily
• 5 days
• 6 days
• 7 days
• On site warehouse
• Distributor

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Staffing

• Determine the number of distribution staff
  required to fill on a scheduled basis
• Determine the number of staff no longer required
  to enter charges
• Determine the number of staff required to
  maintain the information in the system
• Determine staff required to generate financial
  reports

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Staffing Qualifications

• Purchasing
• Distribution
• End users
• Finance
• Distributor/warehouse

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Reporting

• PAR vs. Usage
• Null transactions
• Compliance
• Cycle counts
• Transactions by
• Item
• User
• Patient

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Reporting

• Lost Charges
• Items charged to unit vs. patient
• Item by location and stock on hand
• Total value of each location
• Inventory

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Ongoing Updates to Information Systems

• Updating supply PAR levels based on system
  information
• Changes in box quantity
• Changes in box size
• Adding new products
• Changing products

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Ongoing Hardware Maintenance

• Replacing doors, button bars, key pads, plexi
  glass
• Computer monitors
• Bar code scanners

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Implementation Dos

• Plan
• Obtain buy-in
• Include appropriate departments and staff
• Train and educate
• Assure that you have enough staff to maintain the
  system
• Assure that units of measure are equal in MMIS
  and POU

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Implementation Don'ts

• Short your staffing
• Expect that all will understand the new processes
• Attempt to implement without a great team
• Oversell the system

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Final Comments

• Staff, at all levels, may not like the idea of
  being accountable for supply utilization,
  however, try to take it away and they change
  their minds!