Veihola M, Kekomäki R, Linna M, Sintonen H, Aroviita P
Finnish Red Cross Blood Service, University of Helsinki, Helsinki, Finland .
Transfus Med. 2008 Aug;18(4):241-9. doi: 10.1111/j.1365-3148.2008.00875.x.
Along with the increasing expenses of the blood system, enhancing efficiency is a necessary task at blood establishments. Labour is the primary expense and is the most likely area for efficiency improvements. The aim of this study was to evaluate and compare the relative efficiency of component production departments from the perspective of labour and cost. The data set was from 13 European blood centres and blood banks for 3 years and was analysed using data envelopment analysis (DEA). Working hours, estimated total costs, produced red blood cells and produced platelets were used in DEA modelling. Comparative analyses included an empirical cost model, in which the costs of working hours were adjusted with purchasing power parities to equalize the costs between countries. Estimated total costs were used to determine the savings potential of production, the unit cost and the economic value of discarded components (waste cost). Results showed a wide variation in labour efficiency (25-100%), in unit cost (fraction of labour costs in component production department) and in cost efficiency (13-100%). Savings potential both in labour and in costs was more than 50% in six departments in all study years. Median waste cost was 9.4% of estimated total costs in the four largest departments and 6.6% in the other departments. Thus, size of department was not a measure of its efficiency. Simple empirical analyses are applicable in efficiency comparisons and can encourage blood establishments to improve their resource management.
随着血液系统费用的不断增加，提高效率成为血液机构的一项必要任务。劳动力是主要成本，也是最有可能提高效率的领域。本研究的目的是从劳动力和成本的角度评估和比较成分生产部门的相对效率。数据集来自13个欧洲血液中心和血库，时间跨度为3年，并使用数据包络分析（DEA）进行分析。DEA模型中使用了工作时间、估计总成本、生产的红细胞和生产的血小板。比较分析包括一个经验成本模型，其中工作时间成本根据购买力平价进行调整，以使各国成本相等。估计总成本用于确定生产的节约潜力、单位成本以及废弃成分的经济价值（浪费成本）。结果显示，劳动效率（25%-100%）、单位成本（成分生产部门劳动力成本的比例）和成本效率（13%-100%）存在很大差异。在所有研究年份中，六个部门的劳动力和成本节约潜力均超过50%。四个最大部门的中位浪费成本占估计总成本的9.4%，其他部门为6.6%。因此，部门规模并非其效率的衡量标准。简单的实证分析适用于效率比较，并可促使血液机构改善其资源管理。
