本文選題：精益化物流 + 管理��； 參考：《中國(guó)醫(yī)院藥學(xué)雜志》2017年09期

【摘要】：目的:研究精益化物流管理模式對(duì)某院藥品供應(yīng)中資金流方面的影響,分析精益化物流在藥品物流管理中節(jié)約醫(yī)院間接成本的具體應(yīng)用,評(píng)價(jià)其可行性。方法:選取某院在2013年3月-2014年2月(傳統(tǒng)藥品供應(yīng)模式)和2014年3月-2015年2月期間(精益化藥品供應(yīng)模式)的A、B、C三類藥品供應(yīng)情況相關(guān)資料,比較2組藥品供應(yīng)物流模式下藥品資金流的周轉(zhuǎn)效率和人員配置、人工成本以及藥師在藥事工作上的投入時(shí)間的差異,對(duì)各指標(biāo)做分析評(píng)價(jià)。2組間計(jì)量資料均數(shù)比較采用t檢驗(yàn),以P0.05為有統(tǒng)計(jì)學(xué)意義。結(jié)果:同期分別比較A、B、C三類藥品在傳統(tǒng)藥供模式和精益化藥供模式下藥品月周轉(zhuǎn)率指標(biāo),差異有統(tǒng)計(jì)學(xué)意義(P0.05);傳統(tǒng)藥品供應(yīng)模式下,藥庫(kù)配置5人、藥檢3人、送藥3人,共11人。精益化藥品供應(yīng)模式下藥庫(kù)人員配置減至3人。原藥庫(kù)約400 m2占地轉(zhuǎn)為醫(yī)院臨床區(qū)域,節(jié)省了醫(yī)院經(jīng)濟(jì)成本;藥師花費(fèi)在審方、醫(yī)囑審核、藥品養(yǎng)護(hù)上時(shí)間同期高于傳統(tǒng)藥品供應(yīng)模式下的時(shí)間。結(jié)論:醫(yī)院藥品供應(yīng)管理中應(yīng)用精益化物流模式可有效提高藥品供應(yīng)組的倉(cāng)儲(chǔ)能力、藥品周轉(zhuǎn)率及藥師工作效率,減少浪費(fèi)。
[Abstract]:Objective: to study the influence of lean logistics management mode on the capital flow in drug supply in a hospital, analyze the application of lean logistics in the management of pharmaceutical logistics, and evaluate its feasibility. Methods: data on the availability of three types of drugs, Agna BPU C, from March 2013 to February 2014 (traditional drug supply model) and from March 2014 to February 2015 (lean drug supply model) were selected. The difference of turnover efficiency and staffing, labor cost and pharmacist's investment time in pharmaceutical work were compared between the two groups under the drug supply logistics mode. The t test was used to compare the mean of measurement data between groups 2, with P0.05 as the statistical significance. Results: in the same period, the indexes of the monthly turnover of three kinds of drugs in the traditional drug supply model and the lean drug supply model were compared, the difference was statistically significant (P 0.05), and in the traditional drug supply mode, there were 5 persons in the pharmacy, 3 people in the drug examination, 3 people in the drug delivery mode, and 3 in the traditional drug supply mode. A total of 11 people. The staffing of the pharmacy was reduced to 3 people in the lean drug supply mode. About 400m ~ 2 of the original medicine bank was converted into the clinical area of the hospital, which saved the economic cost of the hospital, and the pharmacist spent more time on the examination of the prescription, the examination of the doctor's orders and the maintenance of the medicine than the time under the traditional drug supply mode in the same period. Conclusion: the application of Lean logistics model in hospital drug supply management can effectively improve the storage capacity, drug turnover rate and pharmacist work efficiency of the drug supply group, and reduce waste.
【作者單位】： 新疆醫(yī)科大學(xué)第一附屬醫(yī)院藥學(xué)部;杭州醫(yī)慧科技有限公司;
【基金】：新疆醫(yī)科大學(xué)2014年度“人文社會(huì)科學(xué)基金項(xiàng)目-改革與發(fā)展專項(xiàng)”校內(nèi)基金(編號(hào):2014XYFG44)
【分類號(hào)】：R95
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本文編號(hào)：1829898