AcknowledgementsCheryl Trudinger & Luke Elias - Executive Sponsors

Elizabeth Phillips & Hayley Manyu - Innovation & Redesign WSLHD

David Glastonbury, Jenny Saunders, Lily Donelec - Expansion Team Blacktown Hospital

Steering Committee

Conclusion• Transferability is high, with excellent prospects for roll out to other

facilities & LHDs• Significant financial savings are achievable• Collaboration between clinicians & supply services • “Get it right” in the pilot area first, then roll it out• Careful analysis of financial and purchasing data is key• Ongoing support is effective in reducing stress & gaining timely

feedback after “Go Live”

Case for ChangeOriginating as an idea from the 2015 WSLHD Executive Road Show, the War on Waste initiative began in Feb 2016 with the first 6S Lean Storeroom Project at Blacktown Hospital.

In 2016/17, WSLHD spent approx $314mil on consumables.

The redevelopment & construction of Blacktown Hospital Acute Services Building (ASB) identified a significant opportunity to invest in redesigning the practices of the ordering, supply and storage of clinical consumables.

The current state of inappropriate imprest baskets (IB), over ordering, hoarding, waste of expired stock ($20k as of Jan ‘18), lack of ordering transparency and poor communication had to be improved.

Diagnostic Findings: 5 main root causes identifiedImprest Baskets (IB): Department needs not met. 26% of items not ordered within 6 months. Only 3.2% of orders are within min/maxLabelling: Ambiguous information on scanning labels was not understood by usersOrdering processes: No defined process & lack of structured education for new usersCommunication: Ineffective communication between Supply Services and customersStorage: Over-ordering & hoarding reduced available storage space

ResultsObjective 1: All Scope areas have had their Imprest Basket (IB) reviewed and updated

390 items removed from 6 scope areas = 26% on average

Objective 2: Pilot Ward C53 has reduced their Imprest Basket by 52% = $4,963.19

Objective 3: $7839.49 worth of excess stock removed from C53 storeroom during reconfiguration

Achievements:• Weekly savings in wages for stock scan in C53 alone achieved = $81.22 ($4,223.44 p.a) • C53 storeroom reconfigured in standardised format• 600L of storage space released by removal of excess stock• ODDS min/max formula published on LHD procurement webpage• Observed less time required to locate stock• Positive feedback from C53 staff • Stand by Store (SBS) fitted out and management process completed• Mailbox for Supply Services Department activated

Expected Future Gains:• Increase in time to devote to patient care as familiarity with layout increases• Continuing improvement in collegiality between wards & supply services department• Accessing stock from other wards will be significantly diminished as IBs are corrected

O.D.D.S.Ordering, Delivery, Distribution and Storage of clinical consumables – Blacktown Hospital

Julie Cort & Graeme PearsonJulie.Cort@health.nsw.gov.au Graeme.Pearson@health.nsw.gov.au

Goal• Simplify and standardise the process of Ordering, Delivery,

Distribution and Storage (ODDS) of clinical consumables at Blacktown Hospital.

• To implement imprest management best practice.• Aligns with the WSLHD 2017 - 2021 Strategic Priorities of Patient

Experience Matters, Spending Wisely & Exceptional People as well as linking in with Blacktown Hospital redevelopment.

Objectives 1. 100% of scope areas have an appropriate imprest basket by July ‘182. 10% reduction in consumable expenditure in scope areas by Dec ‘183. 10% reduction in waste (expired & unused stock) 10% by Dec ‘18

Methodology

Initiation: Issues and opportunities identified; steering committee, executive sponsors, project team &scope established.

Diagnostics: Patient and staff interviews; surveys; tag-alongs, diagnostic workshop, stocktake; data analysis; root cause analysis and prioritisation

Solutions: Consulted external sources; solution theming & prioritisation; solution workshops; staff surveys

Implementation: Implementation plan; change champion; C53 storeperson confirmed; pilot in C53, education

Evaluation &: Evaluation in pilot ward including cost savings

Sustainability:

Sustaining changeReinforcing strategies:

• Presentation by sponsors to the Efficiency Improvement Program • KPI reporting monthly with regular & ongoing monitoring• ODDS team member presence regularly• Policy & Procedure developed & implemented • Improved workflow & stock availability• Education & communication flyers• Management engagement & support• Possibility of return of savings to back ward for equipment• Advertising & support • Project “Implementation Handover package”

ContactJulie Cort: NUM Graeme Pearson: Storeperson

Julie.Cort@health.nsw.gov.au Graeme.Pearson@health.nsw.gov.au

M: 0419 304 153 O: 9881 8299

Planning and Implementing Solutions Solutions:• Imprest Baskets: Reviewed and updated against purchasing and

financial data• Labelling: Colour grouped into systems (dressings, respiratory,

cardio-vascular etc), user-defined names & item numbers• Ordering Process: Stock ordering & delivery process & min/max

definition written• Storage: Standardised storeroom layout, removed excess stock• Delivery Process: Improved transparency & communication, email

mailbox

Implementation:• Implementation plan developed• Pilot ward C53• Education to all areas with ongoing daily support & follow up• Weekly communications to the facility regarding progress and wins• Evaluation in January 2018

Stocktake of Excess Stock = $7,839Empty Baskets = 600 litres released space

User Defined Names & Colour Coded Labelling

$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000

ED

ICU-HDU

B45

A51

A71

C53

Total Combined Spend

$510,169

$441,917

$87,953

$79,880

$93,354

$41,772

Value $AU

Scop

e W

ards

6 Month Combined Inventory Spend for Blacktown Hospital Scope Wards

July → December 2017

$1,255,004 Total Spend

High Level Implementation Plan

568

980

6 mth Comparison Imprest Basket itemsOrdered vs Not Ordered

Items Not ordered Total Items Ordered

“I like the grouping of like products together and the colours, and it is so neat you can see where things are. I can get back to my patient more quickly”

C53 RN

“Everything just fits, there is a home for everything”

C53 Designated Storeperson