How Workflow & Redesign Can Maximize Pharmacy Efficiency

Disclosures Don Grove declares no conflicts of interest or

financial interest in any product or service mentioned in this program, including grants, employment, gifts, stock holdings, and honoraria.

ASAP’s and NCPA’s education staff declares no conflicts of interest or financial interest in any product or service mentioned in this program, including grants, employment, gifts, stock holdings, and honoraria.

Learning Objectives Following this presentation, attendees should be able to: 1.  Explain how narrowly defining pharmacy workflow to a

computerized program fails to recognize how a simple redesign and new enhanced production tools with technology will maximize output far beyond the industry averages of pharmacist and technicians.

2.  Describe how reducing turbulence, using visual aids such as urgency colored bags, and building vertically for inventory/bagging requirements all lower employee stress levels and increase productivity.

3.  Describe why a reevaluation of the 50-year-old fish bowl architecture of the normal pharmacy design is mandatory as technology is increasing exponentially.

“Imagination is everything. It is the preview of life’s coming attractions.”

A good hockey player skates to the puck. A great hockey player skates to (imagines) where the puck is going.

1965

J&D Pharmacy (Truman Medical Village) 2004

Workflow Productivity Potential

2013 NCPA Digest 200 Rx’s/Day FTE Individual Productivity Pharmacists 1.5 133/day Technicians 3.3 60/day Owners 1.5 90/day (if owner is a working pharmacist)

2014 J&D Pharmacy 400 Rx’s/Day Individual Productivity Pharmacists 300-500/day Technicians 90-180/day