Department of Pharmacy, University of Wisconsin Hospital and Clinics, 600 Highland Avenue, Madison, WI 53792, USA.
Am J Health Syst Pharm. 2010 Mar 1;67(5):380-8. doi: 10.2146/ajhp090217.p2.
The current status of external and internal workload and productivity measurement systems and strategies to improve their use to maximize overall pharmacy department operational performance and staffing effectiveness are described.
The use of operational benchmarking is increasing within health systems as a tool for continuously measuring and improving departmental performance and evaluating departmental success. Unfortunately, software used for benchmarking purposes is available through a limited number of commercial vendors and consultants, and these systems are unable to effectively measure department operations and overall performance. The theoretical value of benchmarking and productivity measurement systems, including a description of the various definitions, tools, and data sources for comparing pharmacy productivity data, is summarized. The limitations of commercially available vendor productivity monitoring systems and desired strategies for improving their use are also reviewed. Preferred productivity and cost metrics for measuring pharmacy department effectiveness are suggested, and strategies for obtaining value from external and internal productivity monitoring systems are explored.
Challenges with external operational benchmarking and internal productivity monitoring systems are numerous. These systems rarely measure the quality of pharmacy services provided and their effect on patient care outcomes and the total cost of care. Benchmarking vendors must modernize their software and develop internal checks to confirm data integrity in order to make their products more useful and reliable. In addition, data supporting the patient care role of the pharmacist should be integrated into all productivity monitoring systems and be used to demonstrate the positive impact of pharmacy services on the total cost and quality of patient care.
描述了外部和内部工作量和生产力测量系统的现状，以及改进这些系统使用以最大程度提高整个药房部门运营绩效和人员配置效率的策略。
随着健康系统将运营基准测试作为一种持续衡量和改善部门绩效以及评估部门成功的工具，其使用正在增加。不幸的是，用于基准测试目的的软件仅通过有限数量的商业供应商和顾问提供，并且这些系统无法有效地衡量部门运营和整体绩效。总结了基准测试和生产力测量系统的理论价值，包括描述比较药学生产力数据的各种定义、工具和数据源。还审查了商业上可用的供应商生产力监测系统的局限性以及改进其使用的策略。建议了用于衡量药房部门效率的首选生产力和成本指标，并探讨了从外部和内部生产力监测系统中获取价值的策略。
外部运营基准测试和内部生产力监测系统存在许多挑战。这些系统很少衡量所提供的药学服务的质量及其对患者护理结果和总成本的影响。基准测试供应商必须使他们的软件现代化，并开发内部检查以确认数据完整性，以使其产品更有用和可靠。此外，应将支持药剂师患者护理角色的数据整合到所有生产力监测系统中，并用于证明药学服务对患者护理总成本和质量的积极影响。
