Siegel J, Schneider P J, Moore T D
Am J Hosp Pharm. 1984 Feb;41(2):291-3.
A process is described in which staff scheduling was adjusted to maintain pharmaceutical services while achieving a 7% cutback in personnel costs. The pharmacy department in a 1000-bed university hospital was unable to achieve the necessary cost savings through reductions in sick leave and overtime hours. The pharmacy administration developed a plan that required pharmacists to work four 10-hour shifts per week and resulted in reduced hours of service. The pharmacists objected and proposed an alternative plan in which clinical service was maintained for 16 hours on weekdays and 12 hours on weekends. Pharmacist teams worked one flexible shift per week. Pharmacists developed an innovative staffing plan that allowed them to maintain a high level of practice and acceptable working hours.
描述了一个过程，在该过程中，对员工排班进行了调整，以维持药学服务，同时实现人事成本削减7%。一家拥有1000张床位的大学医院的药房部门无法通过减少病假和加班时长来实现必要的成本节约。药房管理层制定了一项计划，要求药剂师每周工作四个10小时轮班，这导致服务时长减少。药剂师提出反对，并提出了一项替代计划，即在工作日维持16小时的临床服务，在周末维持12小时的临床服务。药剂师团队每周轮值一个灵活班次。药剂师制定了一项创新的人员配置计划，使他们能够保持高水平的业务，并保证可接受的工作时长。
