EVALUATING HOSPITAL PHARMACY STAFFING AND WORK SCHEDULING USING SIMULATIONOverviewIntroductionSlide 4Slide 5ObjectiveInspection of the Actual SystemSlide 8ApproachSlide 10Slide 11Slide 12Slide 13Slide 14Simulation OutputSlide 16ConclusionQuestions?ReferencesSlide 20EVALUATING HOSPITAL PHARMACY STAFFINGAND WORK SCHEDULING USING SIMULATIONCharles W. SpryMark A. LawleySchool of Industrial EngineeringPurdue UniversityWest Lafayette, I N 47907, U.S.A.Presented by Anderson John, Midwestern State UniversityOverviewOverviewIntroductionIntroductionObjectiveObjectiveInspection of the Actual SystemInspection of the Actual SystemApproachApproachSimulation OutputSimulation OutputConclusionConclusionIntroductionIntroduction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 doubled2.2.There is currently a shortage of licensed There is currently a shortage of licensed pharmacistspharmacistsIntroductionIntroductionWhy Simulate?Why Simulate?to find the best utilization of pharmacy to find the best utilization of pharmacy stafstafTo save moneyTo save moneyTo improve healthcare deliveryTo improve healthcare deliveryIntroductionIntroduction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 pharmacyObjectiveObjectiveThe goal is to help BroMenn The goal is to help BroMenn Regional Medical Center ofset:Regional Medical Center ofset:High healthcare costsHigh healthcare costsInsufficient qualified pharmacistsInsufficient qualified pharmacistsInspection 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 dayInspection 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 FIFOFIFOApproachApproachData CollectionData CollectionOrder type distributionOrder type distributionInter-arrival distributionInter-arrival distributionProcessing timesProcessing timesPhone call dataPhone call dataApproachApproachData CollectionData CollectionApproachApproachThe Model:The Model:Modeling Software: AutoMod 11.1Modeling Software: AutoMod 11.1Entities:Entities:ProcessesProcessesResources (pharmacy staf)Resources (pharmacy staf)QueuesQueuesLoads (prescription orders, dummy loads)Loads (prescription orders, dummy loads)Rx orders Attributes: Rx orders Attributes: Arrival time, Type (Med/IV), PriorityArrival time, Type (Med/IV), PriorityApproachApproach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 processApproachApproach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 staf down resources based on the staf schedulescheduleOther Processes: SureMed, Filling Other Processes: SureMed, Filling cartcartApproachApproach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.CurrentCurrent2.2.Add 8hrs to an IV tech in the eveningAdd 8hrs to an IV tech in the evening3.3.Add an additional technician in the Add an additional technician in the eveningeveningSimulation 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 collectedSimulation OutputSimulation OutputConclusionConclusion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 pharmacyQuestions?Questions?ReferencesReferencesSpry, 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