University Hospital Pharmaceutical Services Department Process Improvement The growth in project management is powered by the speed of change in every sector of the American economy. Project management techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts. Administrators at the University Hospital recently approved a project to improve the efficiency of the pharmaceutical services department by the end of April 2022 to satisfy new state regulation that will come into effect on May 20, 2022. The new system would streamline and standardize processes, such as: Establishing and maintaining patient profiles. Preparing and processing medical insurance claim forms and records. Medication Reconciliation and Medication Therapy Management. Therapeutic Drug Monitoring (TDM) Active role in drug safety on hospital wards Optimizing drug prescriptions and improving surveillance Drug safety and storage Teaching and counseling on proper and safe use of drugs and medications The project team were concerned about the following challenges, which they think will occur at some point through the project's life cycle: 1. Resistance from the pharmacists on any or all the changes that will be recommended by the project team 2. Proposed changes may have an adverse effect on the quality of drug care at the hospital 3. The project may run longer than originally planned, and the new improved processes may not be implemented in time to satisfy the new state regulations that will come into effect on May 20, 2022 4. The cost to implement the proposed changes may be excessive As expected, significant changes will be required for the pharmaceutical services department computer systems if the new improved processes were adopted. The proposed process improvements will not only change existing processes but also the culture of the pharmaceutical services department.

University Hospital Pharmaceutical Services Department Process Improvement The growth in project management is powered by the speed of change in every sector of the American economy. Project management techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts. Administrators at the University Hospital recently approved a project to improve the efficiency of the pharmaceutical services department by the end of April 2022 to satisfy new state regulation that will come into effect on May 20, 2022. The new system would streamline and standardize processes, such as: Establishing and maintaining patient profiles. Preparing and processing medical insurance claim forms and records. Medication Reconciliation and Medication Therapy Management. Therapeutic Drug Monitoring (TDM) Active role in drug safety on hospital wards Optimizing drug prescriptions and improving surveillance Drug safety and storage Teaching and counseling on proper and safe use of drugs and medications The project team were concerned about the following challenges, which they think will occur at some point through the project's life cycle: 1. Resistance from the pharmacists on any or all the changes that will be recommended by the project team 2. Proposed changes may have an adverse effect on the quality of drug care at the hospital 3. The project may run longer than originally planned, and the new improved processes may not be implemented in time to satisfy the new state regulations that will come into effect on May 20, 2022 4. The cost to implement the proposed changes may be excessive As expected, significant changes will be required for the pharmaceutical services department computer systems if the new improved processes were adopted. The proposed process improvements will not only change existing processes but also the culture of the pharmaceutical services department.

Case Studies In Health Information Management

3rd Edition

ISBN:9781337676908

Author:SCHNERING

Publisher:SCHNERING

Chapter5: Compliance

Section: Chapter Questions

Problem 5.21.1C

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