EVALUATING HOSPITAL PHARMACY STAFFINGAND WORK SCHEDULING USING SIMULATION

Charles W. SpryMark A. Lawley

School of Industrial EngineeringPurdue University

West Lafayette, I N 47907, U.S.A.

Presented by Anderson John, Midwestern State University

OverviewOverview

IntroductionIntroduction ObjectiveObjective Inspection of the Actual SystemInspection of the Actual System ApproachApproach Simulation OutputSimulation Output ConclusionConclusion

IntroductionIntroduction

Dilemma:Dilemma:

1.1. The cost of drugs and healthcare has The cost of drugs and healthcare has increased over the years.increased over the years.

1993 to 2000 drug costs as a percentage 1993 to 2000 drug costs as a percentage of total healthcare cost doubledof total healthcare cost doubled

2.2. There is currently a shortage of licensed There is currently a shortage of licensed pharmacistspharmacists

IntroductionIntroduction

Why Simulate?Why Simulate?

to find the best utilization of pharmacy to find the best utilization of pharmacy staffstaff

To save moneyTo save money To improve healthcare deliveryTo improve healthcare delivery

IntroductionIntroduction

BroMenn Regional Medical Center BroMenn Regional Medical Center (BMRC)(BMRC)

Non-profitNon-profit 224 bed224 bed Operating in Normal IllinoisOperating in Normal Illinois 24 hour inpatient pharmacy24 hour inpatient pharmacy

ObjectiveObjective

The goal is to help BroMenn The goal is to help BroMenn Regional Medical Center offset:Regional Medical Center offset:

High healthcare costsHigh healthcare costs

Insufficient qualified pharmacistsInsufficient qualified pharmacists

Inspection of the Actual Inspection of the Actual SystemSystem

The actual system:The actual system:

BMRC In-patient pharmacyBMRC In-patient pharmacy

Prescription medication orders for Prescription medication orders for patients admittedpatients admitted

A goal of 120 minutes to process a A goal of 120 minutes to process a prescription order and have it deliveredprescription order and have it delivered

At least 1 pharmacist 24 hours per dayAt least 1 pharmacist 24 hours per day

Inspection of the Actual Inspection of the Actual SystemSystem

Classification of ordersClassification of orders1.1. MedMed2.2. IVIV3.3. SureMedSureMed

Each can have a priority status of Each can have a priority status of Normal or Stat (higher priority)Normal or Stat (higher priority)

Orders of the same priority are Orders of the same priority are FIFOFIFO

ApproachApproach

Data CollectionData Collection Order type distributionOrder type distribution Inter-arrival distributionInter-arrival distribution Processing timesProcessing times Phone call dataPhone call data

ApproachApproach

Data CollectionData Collection

ApproachApproach

The Model:The Model: Modeling Software: AutoMod 11.1Modeling Software: AutoMod 11.1 Entities:Entities:

ProcessesProcesses Resources (pharmacy staff)Resources (pharmacy staff) QueuesQueues

Loads (prescription orders, dummy loads)Loads (prescription orders, dummy loads) Rx orders Attributes: Rx orders Attributes:

Arrival time, Type (Med/IV), Arrival time, Type (Med/IV), PriorityPriority

ApproachApproach

The ModelThe Model Each process is triggered by an Each process is triggered by an

arriving loadarriving load Load’s attributes are assigned at Load’s attributes are assigned at

arrival to the systemarrival to the system The load goes through some The load goes through some

operationsoperations Sent to the next processSent to the next process

ApproachApproach

One process responsible for One process responsible for keeping the hour of the daykeeping the hour of the day

One process brings up and takes One process brings up and takes down resources based on the down resources based on the staff schedulestaff schedule

Other Processes: SureMed, Filling Other Processes: SureMed, Filling cartcart

ApproachApproach

The variables of the model are The variables of the model are altered to evaluate options of altered to evaluate options of pharmacy managementpharmacy management

Staffing Plans:Staffing Plans:1.1. CurrentCurrent

2.2. Add 8hrs to an IV tech in the eveningAdd 8hrs to an IV tech in the evening

3.3. Add an additional technician in the Add an additional technician in the eveningevening

Simulation OutputSimulation Output

Performance measurement:Performance measurement: Average time an order spends in systemAverage time an order spends in system

Charts were created to aid Charts were created to aid management in interpreting resultsmanagement in interpreting results

Data collected was based on a typical Data collected was based on a typical weekweek

Model was ran for an order volume of Model was ran for an order volume of 150% of the week that was collected150% of the week that was collected

Simulation OutputSimulation Output

ConclusionConclusion

BroMenn pharmacy management BroMenn pharmacy management is using the results to help justify is using the results to help justify changing their operational policychanging their operational policy

Forthcoming for the project:Forthcoming for the project: To create a simulation model robust To create a simulation model robust

enough to be used by any hospital enough to be used by any hospital in-patient pharmacyin-patient pharmacy

Questions?Questions?

ReferencesReferences

Spry, Charles, Mark A. Lawley. “EVALUATING HOSPITAL PHARMACY STAFFING AND WORK SCHEDULING

USING SIMULATION.” informs-cs.org. 24 Jan. 2007 <http://www.informs-cs.org/wsc05papers/prog05.html#BHC>

Thank You!Thank You!