Abstract: Pharmacy is responsible for providing all the prescribed drugs and advising patients about the use of the medication. This unit is important for the hospital economically because it accounts for 40-50% of hospital revenues. Lean is implemented in pharmacy to reduce the cycle time using sequencing job analysis. Prior to implementing lean method, the team has conducted training for all staff, including measurements and audits to monitor the performance metrics in line with lean implementation. The team promoted the involvement of staffs, including in committing and engaging in totality of implementation activities. The measurements used were: (1) Average cycle time, (2) Job Delay and (3) Percentage of Job Delay. The time is calculated from the patient submitting the prescription to receiving the drug in minutes. The pharmacy cycle time of the selected sample was 110 respondents divided into 3 categories: (1) red for subscription containing 1-3 items with target of 5 minutes, (2) yellow for subscription containing 4-6 items with target 10 minutes and (3) green for subscription containing more than 6 items with a target of 15 minutes. The pharmacy cycle time one month after the implementation of lean on the selected sample was 110 respondents divided into 3 categories. The cycle time of red category on average was 6 minutes, yellow 9 minutes and green 20 minutes. When compared to the target, the red category that exceeds the target is 31.46% (28/89), 21.43% yellow (3/14) and 14.29% green (1/7). The above results show that lean implementation is successful in reducing the waiting time for certain items in the pharmacy. Finally, lean can directly reduce the cycle time. In addition, the change of conventional service model which was in the order of arrival can be changed into SPT (Shortest Processing Time) model. Therefore, there is a significant decrease in service time for red by 46.96%, yellow 52.57% and green 62.07%. 

Keywords: Pharmacy, lateness, lean implementation, cycle time, SPT (Shortest Processing Time)

PDF | DOI: 10.17148/IARJSET.2019.6109

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