Open AccessA waste walk through clinical pharmacy: how do the ‘seven wastes’ of Lean techniques apply to the practice of clinical pharmacists
Author(s) -
Green Christopher F.,
Crawford Victoria,
Bresnen Gaynor,
Rowe Philip H.
Publication year - 2015
Publication title -
international journal of pharmacy practice
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.42
H-Index - 37
eISSN - 2042-7174
pISSN - 0961-7671
DOI - 10.1111/ijpp.12106
Subject(s) - medicine , pharmacy , work (physics) , operations management , service (business) , hospital waste , medical emergency , waste management , nursing , business , marketing , engineering , mechanical engineering
Aims and objectives This study used a ‘Lean’ technique, the ‘waste walk’ to evaluate the activities of clinical pharmacists with reference to the seven wastes described in ‘Lean’ including ‘defects’, ‘unnecessary motion’, ‘overproduction’, ‘transport of products or material’, ‘unnecessary waiting’, ‘unnecessary inventory’ and ‘inappropriate processing’. The objectives of the study were to categorise the activities of ward‐based clinical pharmacists into waste and non‐waste, provide detail around what constitutes waste activity and quantify the proportion of time attributed to each category. Setting This study was carried out in a district general hospital in the N orth W est of E ngland. Method Staff were observed using work‐sampling techniques, to categorise activity into waste and non‐waste, with waste activities being allocated to each of the seven wastes described earlier and subdivided into recurrent themes. Key findings Twenty different pharmacists were observed for 1 h on two separate occasions. Of 1440 observations, 342 (23.8%) were categorised as waste with ‘defects’ and ‘unnecessary motion’ accounting for the largest proportions of waste activity. Conclusion Observation of clinical pharmacists’ activities has identified that a significant proportion of their time could be categorised as ‘waste’. There are practical steps that could be implemented in order to ensure their time is used as productively as possible. Given the challenges facing the UK National Health Service, the adoption of ‘Lean’ techniques provides an opportunity to improve quality and productivity while reducing costs.