Cargando…
Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services
Purpose: The Lean methodology was applied to clinical metrics by a critical care pharmacy team. The experiences associated with the development and implementation of clinical metrics and their impact on daily workflow are described. Summary: The Lean methodology has been introduced into the healthca...
Autores principales: | , , , , , , |
---|---|
Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
University of Minnesota Libraries Publishing
2021
|
Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9401372/ https://www.ncbi.nlm.nih.gov/pubmed/36033118 http://dx.doi.org/10.24926/iip.v12i4.4316 |
_version_ | 1784772954449510400 |
---|---|
author | Owusu-Guha, Jocelyn Yoon, Connie H. DeWitt, Jordan V. Buschur, Pamela L. Bauer, Jennifer Smith, Adam Tyson, Abby |
author_facet | Owusu-Guha, Jocelyn Yoon, Connie H. DeWitt, Jordan V. Buschur, Pamela L. Bauer, Jennifer Smith, Adam Tyson, Abby |
author_sort | Owusu-Guha, Jocelyn |
collection | PubMed |
description | Purpose: The Lean methodology was applied to clinical metrics by a critical care pharmacy team. The experiences associated with the development and implementation of clinical metrics and their impact on daily workflow are described. Summary: The Lean methodology has been introduced into the healthcare system as a means of process improvement, which can eliminate waste through appropriate medication utilization. At OhioHealth Riverside Methodist Hospital, the department of pharmacy was tasked with the development of clinical metrics after a health system wide Gemba walk was initiated. The pharmacy department’s critical care team developed a strategy identifying and evaluating clinical metrics pertaining to their everyday workflow. Each clinical metric was evaluated in accordance with a pre-defined goal. Metrics requiring heavy documentation and those in which the pharmacist does not have autonomous authority to manage were often challenging to implement and were less successful. Throughout this process, the lessons learned focused on generating ideas that were easily documented, evidence-based, and department specific. The critical care team discovered that the outcome of the most successful metrics highlighted clinical pharmacist value and data generated could be used to support funding for additional resources. Conclusion: The critical care pharmacy team developed a streamlined process to implement clinical metrics as means of identifying areas for improvement using the Lean methodology. |
format | Online Article Text |
id | pubmed-9401372 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2021 |
publisher | University of Minnesota Libraries Publishing |
record_format | MEDLINE/PubMed |
spelling | pubmed-94013722022-08-25 Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services Owusu-Guha, Jocelyn Yoon, Connie H. DeWitt, Jordan V. Buschur, Pamela L. Bauer, Jennifer Smith, Adam Tyson, Abby Innov Pharm Commentary Purpose: The Lean methodology was applied to clinical metrics by a critical care pharmacy team. The experiences associated with the development and implementation of clinical metrics and their impact on daily workflow are described. Summary: The Lean methodology has been introduced into the healthcare system as a means of process improvement, which can eliminate waste through appropriate medication utilization. At OhioHealth Riverside Methodist Hospital, the department of pharmacy was tasked with the development of clinical metrics after a health system wide Gemba walk was initiated. The pharmacy department’s critical care team developed a strategy identifying and evaluating clinical metrics pertaining to their everyday workflow. Each clinical metric was evaluated in accordance with a pre-defined goal. Metrics requiring heavy documentation and those in which the pharmacist does not have autonomous authority to manage were often challenging to implement and were less successful. Throughout this process, the lessons learned focused on generating ideas that were easily documented, evidence-based, and department specific. The critical care team discovered that the outcome of the most successful metrics highlighted clinical pharmacist value and data generated could be used to support funding for additional resources. Conclusion: The critical care pharmacy team developed a streamlined process to implement clinical metrics as means of identifying areas for improvement using the Lean methodology. University of Minnesota Libraries Publishing 2021-09-22 /pmc/articles/PMC9401372/ /pubmed/36033118 http://dx.doi.org/10.24926/iip.v12i4.4316 Text en © Individual authors https://creativecommons.org/licenses/by-nc/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution-NonCommercial License, which permits noncommercial use, distribution, and reproduction in any medium, provided the original work is properly cited. |
spellingShingle | Commentary Owusu-Guha, Jocelyn Yoon, Connie H. DeWitt, Jordan V. Buschur, Pamela L. Bauer, Jennifer Smith, Adam Tyson, Abby Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title | Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title_full | Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title_fullStr | Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title_full_unstemmed | Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title_short | Lean into Clinical Pharmacy: An Experience in Implementing Key Performance Indicators and Gemba Walks into Clinical Pharmacy Services |
title_sort | lean into clinical pharmacy: an experience in implementing key performance indicators and gemba walks into clinical pharmacy services |
topic | Commentary |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9401372/ https://www.ncbi.nlm.nih.gov/pubmed/36033118 http://dx.doi.org/10.24926/iip.v12i4.4316 |
work_keys_str_mv | AT owusuguhajocelyn leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT yoonconnieh leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT dewittjordanv leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT buschurpamelal leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT bauerjennifer leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT smithadam leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices AT tysonabby leanintoclinicalpharmacyanexperienceinimplementingkeyperformanceindicatorsandgembawalksintoclinicalpharmacyservices |