Rightsizing Downsizing Collections

ADRP Webinar

A National Blood Service Perspective

• Sole supplier – no competition

• No incentives for donors

• No financial incentives for recruiters

• National public healthcare system - No way to sell or give away surplus stock

• Our vision:

Collect to meet demand without wastage

Too much Blood?

• Collecting up to 10% more than weekly requirement over several months

• Traditional ways to manage collections unsuccessful in reducing over collection

• New strategies developed to right size collections

InventoryAverage Weekly Stock on Hand and Sales (Red Cells 04480) - FY09

1500

2500

3500

4500

5500

6500

7500

8500

1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526272829303132333435363738394041424344454647484950515253

Week #

# o

f R

ed C

ells

Average Stock on Hand for Week Sales (04480) Designated Stock Level Minimum Stock Level

Current Production

• Standard WB target 2940 donations per week

• 50/50 split Mobiles/Static Sites

• Specific O neg target of 360 per week

Donors Collection Processing/DA Inventory Transfusion (& expiry)

Pushing Product

Current Model

Collection InventoryUtilisation

Weekly Red Cell Resuspended Issues to DC Time Expired and Other Reasons By Region, NZBS Site, Site and ABO

0

100

200

300

400

500

600

700

2008

-02

2008

-06

2008

-10

2008

-14

2008

-18

2008

-22

2008

-26

2008

-30

2008

-34

2008

-38

2008

-42

2008

-46

2008

-50

2009

-02

2009

-06

2009

-10

2009

-14

2009

-18

2009

-22

2009

-26

2009

-30

2009

-34

2009

-38

2009

-42

2009

-46

2009

-50

2010

-02

2010

-06

Other 16 TimeExpired 220

Donors Collection Processing/DA Inventory Transfusion

Pulling Product

New Model

Collection InventoryUtilisation

How are we doing this?Work in Progress

• Phase 1: Signals from Inventory levels need to be quickly converted into action(Lead time reduction from recruitment to collection)

• Phase 2: Those actions need to quickly provide the inventory result we need. (Lead time reduction activities in Collection Processing and Testing)

Phase 1

• Increase the number of donations we get by appointment

• Increase the number of donors invited in by telephone and e marketing

• Decrease the lead time between calls made and donation appointment

Phase 1

• Decrease the number of forward appointments made to free up schedules

• Redesign schedules to reflect actual collection capacity

• Increase the show rate through optimal customer service

Phase 1

• Introduced more frequent planning meetings

• Reduced time frame for changing collections targets

• Mid week reviews of targets

Weekly Red Cell Resuspended Issues to DC Time Expired and Other Reasons By Region, NZBS Site, Site and ABO

0

10

20

30

40

50

60

70

80

90

10020

09-3

5

2009

-36

2009

-37

2009

-38

2009

-39

2009

-40

2009

-41

2009

-42

2009

-43

2009

-44

2009

-45

2009

-46

2009

-47

2009

-48

2009

-49

2009

-50

2009

-51

2009

-52

2010

-01

2010

-02

2010

-03

2010

-04

2010

-05

2010

-06

2010

-07

2010

-08

Other 1 TimeExpired 45

Key Issues• Regular frequent operational meetings to

review and adjust targets• Data data data• Short term thinking, reduced collection targets

and reduced marketing and drive promotion activity leads to significant reduction in new donor numbers

• New donors > 10% down on 2008• Declining data base

Key Issues• Maintaining motivation for Donor

Recruitment teams with constantly changing targets

• It’s OK not to meet target• When short of O neg – drive to fill the

gap results in over collection• Some initiatives have unexpected

consequences – B+

Production Planning B+• B+ made up 23% of all the blood we

time expire and 6.8% of all the blood we issue.  (B+ is overall 9% of the population). 

• 3 months ago we had over 500 units of B+ in stock with our designated optimum stock level being 200

B+ Production Planning

0

200

400

600

800

1000

1200

1400

1600

1800

200031

/01/

2009

14/0

2/20

09

28/0

2/20

09

14/0

3/20

09

28/0

3/20

09

11/0

4/20

09

25/0

4/20

09

9/05

/200

9

23/0

5/20

09

6/06

/200

9

20/0

6/20

09

4/07

/200

9

18/0

7/20

09

1/08

/200

9

15/0

8/20

09

B+

Nu

mb

ers

0

1000

2000

3000

4000

5000

6000

7000

8000

To

tal

RB

C S

tock

Total B+

NZBS B+

Total RBC

A few ideas

• Change of strategy from push to pull

• Change appointment processes

• Reduce lead times for production planning

• Get the right people involved in the process – weekly planning meetings

QUESTIONS?