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8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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Summer PlacementIn
SIR GANGA RAM HOSPITAL
(April 4 - May 30, 2011)
Analyses of discrepancies between manual and automatedRE-ORDER LEVEL / RE -ORDER QUANTITY of drugs
Dr. SHUCHI VASHISHTHA
Post-graduate Programme in Hospital & HealthManagement,New Delhi
2010-12
International Institute of Health Management Research, NewDelhi
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2011
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ACKNOWLEDGEMENT
I hereby take this opportunity to thank, Dr R. K. Ganjoo, Director Medical for giving me the
opportunity to do my Summer Training at Sir Ganga Ram Hospital. He was very kind
enough to give his valuable guidance and advice. He inspired me greatly to work in this
project. His willingness to motivate me contributed tremendously to my project.
My special thanks to Dr. Karanveer Singh, Consultant Surgeon and Head of Medical
Informatics
And Head IT, Sir Ganga Ram Hospital for his guidance, support, interest, involvement and
encouragement. He has left no stone unturned in updating me regarding the subject.
I wish to express my deep sense of gratitude to Dr. Gurvinder Kaur, Deputy MedicalSuperintendent, Sir Ganga Ram Hospital for her guidance and support throughout. She was
very kind enough to spare her valuable time and provided several important suggestions at
every stage of my study.
Besides, I would also like to thank the entire Healthcare IT team and the Hospital Staff for
their encouragement and cooperation in carrying out the project work.
My sincere acknowledgement goes to Professor Indrajit Bhattacharya and Professor
Aanandhi Ramachandran for their kind assistance and support throughout my dissertation.
Finally, an honorable mention goes to my family and friends for their understanding and
support on me in completing this project.
Thank You
Dr. Shuchi Vashishtha
PGDHHM,
IIHMR, New Delhi
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FEEDBACK FORM
Name of the Student:
Summer Training Institution:
Area of Summer Internship:
Attendance:
Objectives met:
Deliverables:
Strengths:
Suggestions for Improvement:
Signature of the Officer-in-Charge
(Training)
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DatePlace
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Table of contents
1. Acronyms / Abbreviations
5
2. Hospital/organization profile
63. Introduction
8
Hospital information system
8
Objectives of HIS
9
Advantages of HIS
9
Workflow of pharmacy
14 Re-order Level
17
Re-order quantity 18
Maximum stock level
18
Minimum stock level
18
Lead time
19
Buffer quantity19
Area of engagement
21
1. Method and Data
24
2. General Findings
31
3. Conclusion
38
4. Case study Introduction
41
Methodology
45
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Observation
47
Recommendation
65
Conclusion
66
1. References
68
2. Annexure 70
Acronyms / Abbreviations
HIS Hospital information system
ROL Re order level
ROQ Re order quantity
PO Purchase order
IP In patient
CSSD Central sterilization and supply department
GRN Goods received note
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Hospital/organization profile
Sir Ganga Ram Hospital (India)
Sir Ganga Ram Hospital is a 650-bed multi-specialty state-of-the-art hospital in Delhi. It
provides comprehensive health care services, and has acquired the status of a premier
medical institution. It is one of the hospitals in the private sector that has maintained nearly
100% bed occupancy due to its reputation of providing the highest level of medical services
to patients from Delhi and all over India.
History / Location / Area
The hospital was founded initially in 1921 at Lahore by Sir Ganga Ram (1851-1927), a civil
engineer and leading philanthropist of his times. After the partition in 1947, the present
hospital was established in Rajindra Nagar in New Delhi on a plot of land approximately
11 acres (45,000 m2). The foundation was laid in April 1951 by the then Prime Minister of
India Shri Jawaharlal Nehru and inaugurated by him on 13 April 1954.
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Departments
Critical Care and Emergency Medicine
Institute for Child Health (with state of the art neonatology services)
Institute of Renal Sciences (nephrology, urology and kidney transplantation)
Institute of Minimal Access, Metabolic and Bariatric Surgery
Gastroenterology
Surgical Gastroenterology & Liver Transplantation
Neurosciences (medical, surgical and spinal surgery) Cardiology & Cardiac Surgery
Cosmetic and Plastic Surgery
Clinical Hematology & Bone Marrow Transplantation
Joint Replacement
ENT and Cochlear Implantation
Ophthalmology
Peripheral Vascular and Endo vascular Surgery
Medical Genetics
In-vitro Fertilization
Medical and Surgical Oncology
Blood Transfusion Services
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Introduction
Hospital information system:
According to U.S. National Library of Medicine HIS is an integrated, computer-assisted
system designed to store, manipulate and retrieve information concerned with the
administrative and clinical aspects.
As an area of medical informatics the aim of HIS is to achieve the best possible support of
patient care and administration by electronic data processing. It helps to integrate all the
departments through the electronic records.
Hospital Information system (HIS) is a computerized software that helps in various
activities of the Hospital. HIS is expected to perform following activities:
Patient Registration . Admission
Emergency Nursing Activities
Laboratory Investigations Radiology Tests
Pharmacy Management Medical Consumables
Operations CSSD
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Diet Management Discharges
Billing Purchase
Finance HR etc.
Objectives of HIS
1. To increase the operational efficiency of the hospital.
2. To increase the operational effectiveness of the hospital.3. To reduce human error.
4. To reduce operational cost.
Advantages of HIS in a hospital
Provides continuous medical record for each patient.
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Helps in billing for medication
Result of a test can be compared
.
History of diagnosis, operations and medicines can be obtained.
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Computerized Physician Order Entry (CPOE) can be done
Interaction alerts are provided.
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Allergy alerts are provided
.
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Drug monographs are given.
Drug substitution can be done.
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Helps in inventory control, etc.
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http://www.google.co.in/imgres?imgurl=http://cdn.imedicalapps.com/wp-content/uploads/2011/03/2011-03-27_21-45-47_PX-364x273.jpg&imgrefurl=http://www.imedicalapps.com/2011/03/blackberry-medical-apps-epocrates-essentials-app-review/&usg=__Acmvt_7Kre3FsHhrSXjZuxahTvs=&h=273&w=364&sz=27&hl=en&start=9&zoom=1&tbnid=rLZdSuBUcBdgvM:&tbnh=91&tbnw=121&ei=vBHeTcerO8rogQfcoPjTCg&prev=/search?q=drug+monograph+in+hospital+information+system&hl=en&sa=G&biw=1345&bih=566&gbv=2&tbm=isch&itbs=1http://www.google.co.in/imgres?imgurl=http://cdn.imedicalapps.com/wp-content/uploads/2011/03/2011-03-27_21-45-47_PX-364x273.jpg&imgrefurl=http://www.imedicalapps.com/2011/03/blackberry-medical-apps-epocrates-essentials-app-review/&usg=__Acmvt_7Kre3FsHhrSXjZuxahTvs=&h=273&w=364&sz=27&hl=en&start=9&zoom=1&tbnid=rLZdSuBUcBdgvM:&tbnh=91&tbnw=121&ei=vBHeTcerO8rogQfcoPjTCg&prev=/search?q=drug+monograph+in+hospital+information+system&hl=en&sa=G&biw=1345&bih=566&gbv=2&tbm=isch&itbs=18/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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Sir Gangaram hospital is using Intersystems TrakCare as its HIS and Cache as the
database. Earlier it was using Fox Pro system for 20 years. The implementation of
Intersystems TrakCare started in 2005 in phases. It was implemented in pharmacy in
2007.
Various Modules of HIS at SGRH
Pharmacy management is a crucial part of HIS functions. The pharmacy management deals
with the maintenance of drugs and consumables in the hospital. The functions of this
module include, online drug prescription, inventory management of drugs and consumables.
This module optionally handles the billing of drugs and consumables, if required. The
Pharmacy module ensures that there is a round the clock availability of a sufficient quantity
of drugs and consumable material for the patients in a mode that neither hinders efficient
clinical work, nor it becomes a threat to the survival of the Pharmacy.
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Workflow of pharmacy:
Indent is transferred from ward to pharmacy.
Then it is further transferred to main pharmacy (godown).
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Then a purchase requisition (ROL/ROQ) is made to purchase
department.
Purchase department makes purchase order (PO).
PO goes to vender.
Vender supplies goods receiving notes (GRN) to the receiving department
Stock gets replenished.
Re order level
Stock consumption
(packing )
Purchase order
Stock increaseDelivery and GRN
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But before raising the request pharmacy has to calculate a re-order quantity. In order to
estimate the minimum quantity of goods required the pharmacy manager should know the
following
How much in hand. At what point to re order?
How much to order.
(Desselle S. P. and Zgarrick D P,):
ROQ is calculated by taking into consideration certain factors like: lead time, re-order level,
minimum quantity, maximum quantity and buffer quantity.
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Re-order Level:
This is the minimum stock level of an item at which a new order for supply of stock is to be
placed. In other words, at this level a purchase requisition is made out.
The reorder point for replenishment of stock occurs when the level ofinventory drops down
to zero. In view of instantaneous replenishment of stock the level of inventory jumps to the
original level from zero level. (Khan, M.Y.; & Jain, P.K.)
In real life situations one never encounters a zero lead time. There is always a time lag from
the date of placing an order for material and the date on which materials are received. As a
result the reorder point is always higher than zero, and if the firm places the order when the
inventory reaches the reorder point, the new goods will arrive before the firm runs out of
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goods to sell. The decision on how much stock to hold is generally referred to as the order
point problem, that is, how low should the inventory be depleted before it is reordered.
In reality, demand during any time period is uncertain. When demand is uncertain, a natural
question is "How low one should let ones inventory level goes before placing an order?" We
call the inventory level at which an order should be placed the reorder level. Clearly, a high
reorder level will lower shortage costs and increase holding costs. Similarly, a low reorder
level will increase shortage costs and lower holding costs. At some intermediate value for
the reorder level, the sum of shortage and holding costs will be minimized. (Winston W. L.)
The re-order level can be calculated by using the following formula:-
Re-order level = Average daily consumption *(Lead
time + Minimum inventory days)
Re-order quantity:
It is the quantities to be ordered once the re order level is reached.
According to Accounting Terms Dictionary Inventory level of an item which signals the
need for placement of a replenishment order, taking into account the consumption of the
item during order lead time and the quantity required for the safety stock.
The reorder quantity can be calculated by using the following formula:-
Re-order quantity = Maximum stock level (Stock in
hand +Quantity already in
purchase / delivery pipeline)
Maximum stock level:
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Maximum stock level is the maximum amount of stock you should maintain to avoid
wastage of drugs due to expiration.
The maximum stock level can be calculated by using the following formula:-
Maximum stock level = Reorder level + (Average daily
consumption * Optimum stock holding days)
Minimum stock level:
The minimum level or minimum stock is that level of stock below which stock should not
be allowed to fall. Stock replenishment should occur before this.
The minimum stock level can be calculated by using the following formula:-
Minimum stock level = (Average daily consumption *
Minimum inventory days) + Buffer stock.
Lead time:
A time gap from the date of submission of purchase request to the purchase department for
an item to the date on which that item is received.
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Buffer quantity:
A supply of inputs held as a reserve to safeguardagainstunforeseen shortages ordemands.
This is done for life saving drugs.
Objective of the study
The pharmacy in a hospital is an area where the medical and non-medical components of a
hospital information system (HIS) meet. Alongside inventory control are components
relating to drug allergy warnings, drug-drug interaction alerts and intelligent pharmaceutical
substitution of prescribed drugs from within current inventory stock. Sir Ganga Ram
Hospital, New Delhi, went in for enterprise wide computerization of its hospital, including
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its pharmacy in June 2007. The hospital has an in-house pharmacy with a daily turnover of
over Rs 13 lakhs. Now the pharmacy is totally computerized except for the process of
making purchase requisition, which is in process of being automated.
The main features of pharmacy module are:
Computerized Physician Order Entry (CPOE)
The care providers are able to place medication orders in the system at the ward
level itself. This allows the hospital to also limit the number of medicines they can
order. The list of medicines visible to care providers can also be limited initially to
only those that are listed in the hospital formulary. Since formulary drugs are
available at a much lower price than non-formulary drugs, their purchase price
having been negotiated with the vendor, it adds up to a substantial cost saving. In
case the care provider does not find the medication in the formulary list, he has the
option to uncheck the 'Limit to Formulary' box and see all medicines.
Interaction alerts
The HIS system warns of drug-drug interactions and gives details of each interaction
type. However to be really useful, all medication prescription entries need to done in
the system by the doctor who is more likely to attend to the alert than if the same
entry is being done by a nurse on the behest of a doctor.
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Allergy alerts
Allergy alerts are also provided by the system. In case the patient has been flagged to
be allergic to a particular medication, even during a previous visit to the hospital,
such alert information is carried forward during the lifetime of the patient, unless
manually cancelled by a care provider. The system does not stop the prescription
from going through; it simply warns the doctor.
Drug monographs
Drug details (monographs) are available in the system. A doctor can click on a drug
he is planning to prescribe and read up details on the indications, dosage, side
effects, interactions, etc. This data had been provided to the hospital as part of the
drug database that was purchased prior to starting the system.
Drug substitution
Intelligent drug substitution works by substituting another drug only if the generic
drug, strength, drug form, route and unit of packing are the same for both the drugs.
Thus, tablet Crocin does not substitute with injection Calpol. Nor does tablet Crocin
250 mg substitute with tablet Calpol 500 mg. It also will not substitute Tetanus
Toxoid vial with Tetanus Toxoid ampoule, since the packing unit is not the same.
Inventory control
At any time it is possible to know the medicine stock lying at various sub stores.
This also allows moving stocks from a location where they are in excess to areas
where they are urgently needed. It also allows to recall a batch from circulation
should it be required, since we can trace movements of each batch to various sub
stores as well as patients to whom they had been dispensed.
Billing for medication
Each batch of a drug has a price attached to it at the time of receiving the drug in the
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hospital's receiving section. This is what gets billed to each patient without any
additional user intervention.
Indent :
The indent is raised by the nursing station and other departments to the main store (like IP
pharmacy). It can be defined as the request for the items intended to be used on a patient or
for internal consumption of the department.
Types of indent
Emergency:
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Emergency medicines are urgent or immediate medicines. This means they are
required RIGHT NOW. If the ward nurses send indent as emergency medicines then
nurses go to collect the medicine from IP pharmacy within 30 min.
Stat:
Stat medicine is a medicine whose ideal time for receiving is within 1hr.it is also an
urgent medicine. If a patient needs stat medicine then nurses send the indent as stat.
Normal:
Normal medicines are those medicines which are required on daily basis and they
are not so urgent. Time for receiving normal medicine is within 24 hrs.
In Sir Gangaram Hospital the formation of pharmacy indent is a manual process whichrequires at least 4 days. Now the hospital is trying to make the whole process automated by
using HIS in pharmacy. The process of making indent automatic is in its pre implementation
phase. This is a base line study based on which complete re order quantity will be
automated.
A pilot run of the automated indent was done. The project allotted to me is to analyze
discrepancies between the existing manual and the pilot run of automated RE-ORDER
QUANTITY of drugs, to find out the accuracy of automated technique and if there are any
discrepancies and suggest interventions to improve it.
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METHODOLOGY
Method and Data
The study is analytical in nature. It is based on secondary data collection.
The formation of indent happens in both TrakCare and prodigious modules of HIS. In
TrakCare the transfer of indent from ward to pharmacy and then to godown is done. The
purchase requisition, purchase order and GRN are made in prodigious. The change in stock
level happens simultaneously in both.
30
TrakCareoduct
mission, Ordering, Nursing, Stock Issue, Radiology etc.
TrakCareoduct
mission, Ordering, Nursing, Stock Issue, Radiology etc.
ProdigiousIndian Product
For Back office
Modules: Purchase, Stock Receiving, Finance, HRD, As
ProdigiousIndian Product
For Back office
Modules: Purchase, Stock Receiving, Finance, HRD, As
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The nursing station and other departments raise the indent to the main stores (like IP
pharmacy) Nursing station/wards/ ICUs/ emergency raise Patient indents on HIS based on
IPID (for items charged to patients) and Day care nursing station (dialysis, procedure room,
day care OT) raise Day care patient indents based on UHID (for items charged to patients)
and then main store IP pharmacy acknowledges patient indent on HIS.
The pharmacy in Gangaram hospital is totally computerized except the process of making
pharmacy purchase requisition. The indent formation is a manual process in Gangaram.
Now the hospital is trying to make it a computerized process. In order to check the accuracy
of computerized process a pilot run of automated ROQ was done.
MANUAL PROCESS OF RAISING INDENT
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Manual indent
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In the main pharmacy stock movement report for 2 months is generated. Out ofwhich average for one month is extracted.
[(Stock in hand) (Average for 1 month)] = Purchase request
This request is then sent to purchase department for creation of purchaseorder.
Problems with the manual process of raising indent
It is a Time consuming process.
Most of the time the drugs already in pipeline are not considered.
The risks of human errors are high.
Drugs are left from being added in the indent
Some generic drugs are added more than once.
These problems are addressed in computerized process
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COMPUTERISED PROCESS OF RAISING THE PILOT RUN
The data for the ROL report was extracted from the prodigious module of
HIS.
36
The data for the ROL report was extracted from the prodigious module of HIS.The data for the ROL report was extracted from the prodigious module of HIS.
Ported in Microsoft access database.Ported in Microsoft access database.
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In the manual process the data is collected by using the brand names but in the automated
process the data is collected by using generic names. Using generic names avoids chances of
repetition of drug thus avoids ordering of extra quantity of drugs.
During manual process most of the times pipeline is not considered but in automated
technique it is considered every time.
The collection of data in manual technique requires 4 days minimum but it takes just 5 to 10
minutes in automated technique to generate the report. And further 2-3 hrs are required for
further processing.
37
Thus the report was generated after further processing.Thus the report was generated after further processing.
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General Findings
The raising of purchase requisition is a manual process in sir Gangaram hospital, now the
hospital is trying to make it a computerized process. In order to reach the desired goal the
information and technology department generated formulae to calculate ROL, ROQ etc. A
pilot run was done in order to check the accuracy of the computerized process.
The purpose of my study was to analyze the discrepancies between the existing manual and
the pilot run of automated RE-ORDER QUANTITY of drugs and to find out the accuracy of
automated technique.
In order to fulfill the purpose of the study the two reports were collected. The two reports
were ported in the Microsoft excel format for further analysis. The analysis was done on the
basis of any differences found between the amount indented in both manual indent and the
computerized ROL report.
The automated ROL report was taken as the basis of the study and it was further compared
with the manual report and thus the differences found were named as discrepancies. The
analysis was done by comparing both the dataes and finding the differences between them.
The answers were then plotted as graphs.
The data used for analysis was as follows:
A total of 740 drugs were reported in Manually Prepared Indent
based on 2 month consumption.
A total of631 drugs were reported in automaticROL Reportbased on
3 month consumption.
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One of the main draw backs of raising an indent manually is that it is a time consuming
process. And also there is a significant amount of labor lost. This labor and time can be
utilized in doing something more productive. The manual process requires a time period of
at least 4 days to raise the purchase requisition whereas in automatic process report was
generated in just 5 min. and further 3 hrs more are required for further processing.
The total numbers of drugs indented in computerized ROL report are 601 out of which 203
drugs were found to have different values in both the reports. Thus on analysis around 32%
discrepancies was found between the manual and automated ROL report. This means that
due to some reason either manual report was showing some mistakes or automated ROL
report had done some mistake.
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Purchase requisition is made by the main pharmacy store to the purchase department
and then purchase department sends a purchase order to the vendor. Some times
when drugs are ordered in a particular amount and are supplied in lesser amount by
the vendor the drugs left are said to be in pipeline and sometimes the drug has
already been ordered but not supplied then again it is said to be in pipeline. It is very
important to keep in mind the status of drugs in pipeline because if not considered it
may lead to crossing of maximum stock level.
Out of total discrepancy in ROL report 54% were due to items being already in
pipeline which had not been considered in the manual indent.ie out of 203 drugs
with discrepancies 110 drugs were already in pipeline and were ordered again.
One of the main defects of a manual indent is the high risk of human errors.
Sometimes few generic drugs are ordered more than once because of the
dissimilarities in the brand names and cost. This factor is again very important
because if a generic drug is being ordered more than once then there is a high risk of
its crossing the maximum stock value and can be overstocked and thus get wasted
due to multiple reasons like expiration, breaking etc.
Out of total discrepancy in ROL report 5% were found to be the items had
accidentally been included multiple times in the manual ROL report. This
means that out of 203 discrepancies found between manual indent and automated
ROL report 13 cases had been accidentally ordered multiple times.
.
Some drugs have an average daily consumption much higher than other drugs these
drugs are called as fast moving drugs. The importance of these drugs is that the
consumption rate of such drugs is very high thus if these drugs are ordered either in
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higher amounts or in lower amounts the drugs might cross the maximum or
minimum stock level.
The total discrepancy in fast moving drugs was found to be aprox. 19%. Thus this
means that out of total 203 discrepancies found between manual indent and
automated ROL report 39 drugs were found to be fast moving.
The raising of indent being a manual process the risk of human errors is very high.
Sometimes it happens that some of the drugs are missed in indent. Thus might result
in crossing the minimum stock level. And during urgent need of the drug the drug
may not be present in the stores. Thus it is again a serious drawback of manualprocess.
The total discrepancy in costly drugs was found to be approx. 11% of total
discrepancies in ROL report.ie out of total 203 drugs with discrepancies 23 drugs
were costly. The importance of costly drugs is that if these drugs are ordered in high
amounts and thus are over stocked hospital loses its money due to wastage and if
these are ordered in lees amount than desired the drug may not be available in case
of emergency.
Conclusion
The purpose of the study was to find out the discrepancies between manual indent and the
automated ROL pilot run report and to find out the accuracy of the automated process. The
following advantages and disadvantages were observed in the pilot run during the study.
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A dvantages:
The time consumption in raising the indent reduces from 4 days to 5 min.
Reduces human errors.
The drugs in pipeline are always considered.
No drug is left from including in indent.
No generic drug is ordered more than once.
Reduces the risk of reaching minimum inventory level.
Reduces the risk of crossing maximum inventory level.
DISADVANTAGES OF AUTOMATED ROL REPORT
* Although it studies dynamic usage patterns, these are based on past trends. It cannot
predict future trends, for instance the onset of the flu season, requiring advance stocking of
antipyretics.
* The computerized ROL report is an advisory report and some further manual
processing is still required, for instance rounding off of the request quantity to match the
nearest packaging available. However this process adds only a couple of hours to the
exercise, effectively reducing the time from 4 days (manual) to 3 hours (automated).
* There are still some technical problems in the computerized process like correction
of master drug data, few drugs were not ordered in the computerized process etc these
problems have to be delt with before implementation.
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Thus this can be concluded that though there is some manual activity still required, but
the advantages of using the automatic process is far more than the manual process.
It is suggested that this report should only be implemented after the corrections have
been done because it involves inventory (monetary) considerations. Thus the
implementation of automatic indent is recommended after some more analysis has been
done.
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CASE STUDY
ANALYSIS OF REVENUE & EXPENDITURE
OF DAYCARE GYNAECOLOGY PACKAGES
USING SPEEDMINER
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Introduction
Hospitals using a hospital information system (HIS) accumulate a huge amount of
transactional data during their daily activities. Extracting these data in an analyzable form to
maximize the benefits of the HIS is rarely given importance. If the hospital wants to extract
data using ad hoc criteria, e.g. elderly female patients being admitted under the cardiology
services with acute myocardial infarction with a length of stay of more than one month, it is
impossible to use readymade MIS reports. This is where a data mining software tool comes
in handy.
Data mining is the process in which there is analysis of data from different angle and
perspectives and summarizing the same data into the relevant information. This kind of
information could be utilized to increase the revenue, cutting the costs or both. (Malick Md)
Data mining software is mainly used for analyzing data and also assists in accumulation of
data for the different sources and categorizes and summarizes the given data into some
useful form
The data mining gives a chance or opportunity to enhance the future performance of the
business organization. There is a common philosophical phrase that, he who does not learnfrom the history is destined to repeat the same. Therefore, if these predictions are done with
the help and assistance of the historical information (data), then you can get sufficient data
for improvising the products of the business organization.
Data mining tools allow on-the-fly data analysis. One simply selects the criteria to be
studied and the data are updated immediately. One can add more criteria and the data are
updated each time. Sir Gangaram is using speed miner as the data mining tool. Speedminer
DW and BPM is one the most comprehensive and fully integrated sets of data warehouse,business intelligence and business performance management solution available. Speedminer
not only assists in uncovering the wealth of information in the corporation to build the best
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Business Intelligence platform, but also to manage the performance of the business so that
the business will always stay ahead of competition and excel.
Modern day hospitals provide a variety of services to patients under one roof. It is akin to a
large service organization considering the number of personnel involved and the capital-
intensive nature of the business be it the civil structures, operation theaters & equipment,
diagnostic and therapeutic equipment, resuscitation equipment, gas lines, surgical
instruments, consumables, etc. Moreover, it is 24 x 7 operations with people playing a vital
role in the well being of the patients in the hospital.
Earlier the hospitals were the place where a patient used to come to get good care. The
scenario in the past few years has changed dramatically within the healthcare industry.
Established names in the industry are facing tremendous competition from the newcomers.
Thus, each hospital has to be competitive both in terms of the quality of services as well as
cost management.
Until a few years ago, it was practically absurd to think of a Marketing function within a
hospital. That situation is pass with almost every hospital worth its salt employing
marketing professionals to attract new corporate. Hospitals also employ Loyalty Cards,
Discount Health cards to attract and retain customers.
46
SpeedminerMalaysian Product
Web Based
Data mining tool
Allows to create queries and reports on the fly
SpeedminerMalaysian Product
Web Based
Data mining tool
Allows to create queries and reports on the fly
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One of the few ways of attracting and retaining customers is to offer different types of
packages like cardiac health care packages. Diabetes healthcare packages, gynecological
packages etc. These packages have few tests attached with them. The charge for these tests
as a package is less than the sum of the cost of all the tests if opted without a package.
Sir Ganga Ram Hospital is a 650-bed multi-specialty state-of-the-art hospital in Delhi. It
provides comprehensive health care services, and has acquired the status of a premier
medical institution. It is one of the hospitals in the private sector that has maintained nearly
100% bed occupancy due to its reputation of providing the highest level of medical services
to patients from Delhi and all over India.
In order to serve its patients well Sir Gangaram Hospital has also offered many packages.
These packages are available for many cases with different features and varying costs. Thepatients choose the package according to the need and the affordability.
Gynecology department is one of the very important departments in a hospital. It is one of
the high revenue earning part of a hospital. Thus the hospital has offered six gynecological
packages in order to attract and retain its customers. These packages are of different cost
and different features:
Colposcopy, Hysteroscopy and D&C package
Colposcopy, Hysteroscopy and LEEP package
Colposcopy & Cautery package
Colposcopy & LEEP package
Diagnostic hysteroscopy with D&C package
MTP package
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Sir Ganga Ram Hospital (SGRH), a pioneer in health informatics, has been using data
mining with Speed Miner, a data mining software product by Hesper. Speed Miner was
installed as an adjunct to HIS at SGRH in 2008 and has proved to be an effective business
intelligence tool which helps in data analytics and real time monitoring of the Key
Performance Indicators (KPI), query handling, and serves as a quality dashboard through
the various data collated over a period of time under specific heads.
Data analytics focuses on inference, the process of deriving a conclusion based solely on
scientific knowledge and facts. At a time when health organizations are operating in a
competitive environment and want to wring value for every penny spent, data analytics will
provide them with the strong foundation and confidence they need to excel with minimized
risk. Recently, the health care organizations are using data as a part of Business Intelligence,to make strategic decisions and choices, and to gain competitive edge in global markets.
Today, analytic strategy is viewed as a key engine of a dynamic capability of an
organization.
Sir Gangaram hospital started using Speedminer as their data mining tool in 2008. It was
used to analyze the various packages available at the hospital. The data that was extracted
revealed that the hospital was having loss in its gynecological packages. On analysis it was
found that the cost of the packages was much less than the amount hospital was spending on
its patient. By fine-tuning of the packages hospital was able to cut the losses and at the same
time make them more competitive and attractive to patients.
Objective of the study
The objective of the study is to:
Do profitability analysis of gynecological packages using Speedminer.
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Suggest recommendations to improve he scenario.
Methodology
The speed miner is used as data mining tool in Sir Gangaram Hospital. In sir Gangaram
hospital various gynecological packages are there. These packages are of different cost and
different features:
Colposcopy, Hysteroscopy and D&C package
Colposcopy, Hysteroscopy and LEEP package
Colposcopy & Cautery package
Colposcopy & LEEP package
Diagnostic hysteroscopy with D&C package
MTP package
In order to extract the data a query has to be put in the speed minor and the data can
be extracted. For example in order to find the data for Colposcopy, Hysteroscopy
and D&C package charges the query was put in the speed miner and thus the data
was extracted. The data was collected in the similar manner for all the six packages.
It was then ported into Microsoft excel format and then further analysis was done.
It is an analytical type of study. The data is secondary. Total data used for all the
packages are (i.e. no. of patients who opted for it)
Colposcopy, Hysteroscopy and D&C package 43 patients
Colposcopy, Hysteroscopy and LEEP package 155 patients
Colposcopy & Cautery package 8 patients
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Colposcopy & LEEP package 87 patients
Diagnostic hysteroscopy with D&C package 845 patients
MTP package 835 patients
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Extracting the data via customized query through
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Observation
The data collected via Speedminer were then ported in the Microsoft excel
format. Then the data was further analyzed. The payer bill amount was
compared with the package rate. The payer bill amount is the amount that the
patient was expected to pay if he had not opted to take the package thus this is
the cost that is borne by the hospital). The analysis was done for four financial
years. For the first two years it was found that the payer bill amount is much
higher than the package rate thus the hospital was suffering a big amount of
loss. In the subsequent years it was found that the amount difference has been
significantly reduced but hospital is still suffering some loss.
Analysis for Colposcopy, Hysteroscopy and D&C package
Profitability analysis for all the patients
The analysis of all the patients who opted for Colposcopy, Hysteroscopy and
D&C package for the time period between 11/06/07 to 31/03/11 was done and
it was found that for the time period between 11/06/07 to 31/03/09 the package
rate was Rs6000 and the minimum payer bill amount was Rs8785 and
maximum was Rs15841 and for the time period between 01/04/09 to 31/03/11
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the package rate was Rs8000. And the minimum payer bill amount was
Rs2558 and maximum was Rs8575. The graph clearly shows the difference
between the package rate and cost to the hospital (payer bill amount) for both
time periods.
For two financial year s between 11/06/07 to 31/03/09
The package rate for this duration was Rs6000 and out of 16 patients the
average cost to hospital per patient for this duration was Rs12963.56.
Thus the hospital had to borne RS 6963.56 more i.e. the lost suffered byhospital was Rs6963.56.
For two financial year s between 01/04/09 to 31/03/11
The package rate for this duration was Rs8000 and out of 27 patients the
average cost to hospital per patient for this duration was Rs8115.5. Thus
the hospital had to borne RS115.5more i.e. the lost suffered by hospitalwas Rs115.5
Profitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it can
be clearly understood that the hospital has reduced the loss by significant
amount but still the loss is there.
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Analysis for Colposcopy, Hysteroscopy and LEEP package
Profitability analysis for all the patients
The analysis of all the patients who opted for Colposcopy, Hysteroscopy and
LEEP package for the time period between 19/06/07 to 31/03/11 was done and
it was found that for the time period between 19/06/07 to 31/03/09 the package
rate was Rs7000 and the minimum payer bill amount was Rs8870 and
maximum was Rs16826 and for the time period between 01/04/09 to 31/03/11
the package rate was Rs9000. And the minimum payer bill amount wasRs5613 and maximum was Rs11592. The graph clearly shows the difference
between the package rate and cost to the hospital (payer bill amount) for both
time periods.
For two financial year s between 19/06/07 to 31/03/09
The package rate for this duration was Rs7000 and out of 62 patients theaverage cost to hospital per patient for this duration was Rs14163.62.
Thus the hospital had to borne RS 7163.62 more i.e. the lost suffered by
hospital was Rs7163.62.
For the two financial year s between 01/04/09 to 31/03/11
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The package rate for this duration was Rs9000 and out of 93 patients the
average cost to hospital per patient for this duration was Rs9331.45.
Thus the hospital had to borne RS 331.45 more i.e. the lost suffered by
hospital was Rs331.45
P rofitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it
can be clearly understood that the hospital has reduced the loss by
significant amount but still the loss is there.
Analysis for Colposcopy & Cautery package
Profitability analysis for all the patients
The analysis of all the patients who opted for Colposcopy, & Cautery package
for the time period between 19/06/07 to 31/03/11 was done and it was found
that for the time period between 19/06/07 to 31/03/09 the package rate was
Rs1200 and the minimum payer bill amount was Rs2655 and maximum was
Rs13178 and for the time period between 01/04/09 to 31/03/11 the package
rate was Rs2600. And the minimum payer bill amount was Rs2718 and
maximum was Rs2768. The graph clearly shows the difference between the
package rate and cost to the hospital (payer bill amount) for both time periods.
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For the two financial year s between 19/06/07 to 31/03/09
The package rate for this duration was Rs1200and out of 6 patients the
average cost to hospital per patient for this duration was Rs5040.17.
Thus the hospital had to borne RS 3840.17 more i.e. the lost suffered by
hospital was Rs3840.17.
For the two financial year s between 01/04/09 to 31/03/11
The package rate for this duration was Rs2600 and out of 2 patients the
average cost to hospital per patient for this duration was Rs2743. Thus
the hospital had to borne RS 143 more i.e. the lost suffered by hospital
was Rs143.
P rofitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it can beclearly understood that the hospital has reduced the loss by significant amount
but still the loss is there.
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Analysis for Colposcopy & LEEP package
Profitability analysis for all the patients
The analysis of all the patients who opted for Colposcopy and LEEP package
for the time period between 19/06/07 to 31/03/11 was done and it was found
that for the time period between 19/06/07 to 31/03/09 the package rate was
Rs2900 and the minimum payer bill amount was Rs4838 and maximum was
Rs8336 and for the time period between 01/04/09 to 31/03/11 the package rate
was Rs4500. And the minimum payer bill amount was Rs3460 and maximum
was Rs9108. The graph clearly shows the difference between the package rate
and cost to the hospital (payer bill amount) for both time periods.
For the two financial year s between 19/06/07 to 31/03/09
The package rate for this duration was Rs2900 and out of 34 patients the
average cost to hospital per patient for this duration was Rs7425.26.
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Thus the hospital had to borne RS 4525.26 more i.e. the lost suffered by
hospital was Rs4525.26.
For the two financial year s between 01/04/09 to 31/03/11
The package rate for this duration was Rs4500 and out of 53 patients the
average cost to hospital per patient for this duration was Rs4770.26.
Thus the hospital had to borne RS 270.26 more i.e. the lost suffered by
hospital was Rs270.26.
P rofitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it can be
clearly understood that the hospital has reduced the loss by significant amount
but still the loss is there.
Analysis for Diagnostic hysteroscopy with D&C package
Profitability analysis for all the patients
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The analysis of all the patients who opted for, Hysteroscopy and D&C
package for the time period between 19/06/07 to 31/03/11 was done and
it was found that for the time period between 19/06/07 to 31/03/09 the package rate was Rs5200 and the minimum payer bill amount was
Rs5801 and maximum was Rs9897 and for the time period between
01/04/09 to 31/03/11 the package rate was Rs7200. And the minimum
payer bill amount was Rs2404 and maximum was Rs9318. The graph
clearly shows the difference between the package rate and cost to the
hospital (payer bill amount) for both time periods.
For the two financial year s between 19/06/07 to 31/03/09
The package rate for this duration was Rs5200 and out of 92 patients the
average cost to hospital per patient for this duration was Rs7637.84.
Thus the hospital had to borne RS 2437.84 more i.e. the lost suffered by
hospital was Rs2437.84.
For the two financial year s between 01/04/09 to 31/03/11
The package rate for this duration was Rs7200 and out of 753 patients
the average cost to hospital per patient for this duration was Rs7332.33.
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Thus the hospital had to borne RS 132.33 more i.e. the lost suffered by
hospital was Rs132.33.
P rofitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it can be
clearly understood that the hospital has reduced the loss by significant amount
but still the loss is there.
Analysis for MTP package
Profitability analysis for all the patients
The analysis of all the patients who opted for MTP package for the time
period between 19/06/07 to 31/03/11 was done and it was found that for
the time period between 19/06/07 to 31/03/09 the package rate was
Rs7000 and the minimum payer bill amount was Rs8870 and maximum
was Rs16826 and for the time period between 01/04/09 to 31/03/11 the
package rate was Rs9000. And the minimum payer bill amount was
Rs5613 and maximum was Rs11592. The graph clearly shows the
difference between the package rate and cost to the hospital (payer bill
amount) for both time periods.
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For the two financial year s between 18 /06/07 to 31/03/09
The package rate for this duration was Rs4000 and out of 374 patients
the average cost to hospital per patient for this duration was Rs8759.33.
Thus the hospital had to borne RS 4759.33 more i.e. the lost suffered by
hospital was Rs4759.33.
For the two financial year s between 01/04/09 to 31/03/11
The package rate for this duration was Rs5800 and out of 468 patients
the average cost to hospital per patient for this duration was Rs6107.77.Thus the hospital had to borne Rs 307.77 more i.e. the lost suffered by
hospital was Rs307.77.
P rofitability analysis of the financial years.
By plotting a graph loss borne by the hospital for the two durations it can be
clearly understood that the hospital has reduced the loss by significant amount
but still the loss is there.
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Recommendations
On analyzing the data the following recommendations can be given
Though the amount of loss has been significantly reduced still the package cost is
less than the cost borne by the hospital. Thus the cost of the packages can be
increased by comparing the cost of such packages with other hospitals.
There is a fixed cost up to which the use of medical consumables is allowed to be
used in a package. But in order to provide better care sometimes this limit is crossed,
thus increasing the cost born by the hospital. Thus this limit should be made
mandatory to be followed.
Timely monitoring of market is very important so that the charges of these packages
can be mapped up with the inflation. Specially those packages which are frequently
consumed
Timely monitoring should be done so that such loses are not missed again.
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Conclusion
Sir Gangaram hospital has various gynecological packages for its patients available at
various fixed charges. These charges were fixed after consultation with surgeons and thefinance department. Over the period of time the market price of the medical consumables
and medicines kept on increasing but charges of the packages were not changed
accordingly. When speed miner was introduced and data mining was done to analyze the
gynecological packages it was found that the hospital was suffering a great amount of loss.
With the help of speed miner for the first time, hospital was able to see clearly what its
actual expenditure within each package was, where it was losing money. By fine-tuning the
packages hospital was able to cut its losses and at the same time hospital was able to make
them more competitive and attractive to patients.
The purpose of this study was to do a profitability analysis of the gynecological packages
using Speedminer and then providing recommendations to improve the scenario. The
extraction of data becomes very easy by using a data mining tool. Data mining tools allow
on-the-fly data analysis. One simply selects the criteria to be studied and the data are
updated immediately. One can add more criteria and the data are updated each time. The
data mining gives a chance or opportunity to enhance the future performance of the business
organization. If these predictions are done with the help and assistance of the historical
information (data), then one can get sufficient data for improvising the products of the
business organization.
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Thus in order to improvise the gynecological packages Speedminer was used. The data
extracted using Speedminer shows a considerable amount of loss in the first two financial
years and a reduction in loss in the subsequent years. Though significantly reduced, loss is
still there, thus a few recommendations have been given. The implementation of any of the
above recommendation would ensure profit in gynecological packages, a disciplined
monitoring of the market and a better use of data mining tools.
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Winston
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http://www.businesstermsdictionary.com/accounting/http://www.accountingtools.com/about-accountingtools/http://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22David+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CBsQ9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Philip+Kaminsky%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CBwQ9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Edith+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CB0Q9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Edith+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CB0Q9Ag4Cghttp://www.businesstermsdictionary.com/accounting/http://www.accountingtools.com/about-accountingtools/http://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22David+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CBsQ9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Philip+Kaminsky%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CBwQ9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Edith+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CB0Q9Ag4Cghttp://www.google.co.in/search?hl=en&sa=N&biw=1345&bih=592&q=inauthor:%22Edith+Simchi-Levi%22&ei=Zf3tTZ3eM4fh0QGK-YyGCA&ved=0CB0Q9Ag4Cg8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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Annexure A
Generic Form UOM
Daily
qtyRO
LPipeline
ROQ
Indent
AceclofenacCapsule
100mg
40.12
1,003 0
816 100
Capsule
200mg
11.11
256 0
222 100
AcenocoumarolCapsule 1 mg
10.56
285 0
344 200
Capsule 2 mg
15.56
420 0
554 300
Capsule 3 mg
5.56
150 0
134
-200
Caps
ule 4 mg
5.6
7
15
3 0
23
8 200Acyclovir
Ampoules
250mg
7.77
179 200 95 200
Capsule
200mg
3.33 63 0 -37 0
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Capsule
400mg
6.11
165 0
207 100
Capsule
800mg
8.62
181 300
-440 0
Tube 5%0.3
7 9 0 -37 0
Albendazole
Bottle
200mg/5ml
1.72 46 50 -63
Capsule
400mg
20.55
514 400
-128 300
Alendronate SodiumCapsule
150mg
0.22 5 0 -7
Capsule 35 mg
3.55 96 0
149 80
Capsule 70 mg
1.33 36 0 56 40
Alfacalcidol
Capsule
698.92
13,279
13000
10,763
8000
Capsule
0.25mcg
56.52
1,526 0
944 400
Capsule 1 mcg
2.22 60 0 93 100
AlfuzosinCapsule 10 mg
23.89
549 10
708 400
AllopurinolCaps
ule
100
mg
62.
22
1,6
80
100
0
1,6
13
200
0Aminophylline + Theophylline+
Ampoules 2 ml
19.45
525 0
717 500
Capsule
2.22 60 0
-307
Capsule
150mg
118.89
3,210 0
4,993
3500
Capsule
300mg
27.78
750 0
1,167
1000
Amiodarone
Ampoules
150
mg/3ml
24.53
613 400 -79 100
Capsule
100mg
19.22
519 400
207 400
Capsule
200mg
41.11
946
1000
362
1200
66
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AmlodipineCapsule 10 mg 20
540 0
240
Capsule
2.5000mg
32.56
879
1100
268
1200
Capsule 5 mg
222.06
5,996 10
2,927 600
Amlodipine + Atenolol CombinationsCapsule 50 mg
159.89
4,317 0
4,255
2000
Amoxycillin
Bottle
125mg/5ml
0.17 5 0 7 10
Bottle 60 ml 0.5 12 0 -26
Capsule
250mg 11
282 0
-243
Caps
ule
500
mg
17.
94
48
4 0
31
8 500
50
0
Amoxycillin + Clavulanic AcidAmpoules 1.2 g
32.25
716 0
452 300
Bottle200mg
0.22 5 0 8 0
Bottle
200mg+28.5mg
3.97
107 0
107 0
Capsule
1000mg
83.68
1,813 0
820 500
Capsule
375mg
10.18
224 44
155 200
Capsule
625mg
175.35
3,858 84
1,735 700
Syrup
200mg+28.5mg
0.66 18 0 -25 30
Amoxycillin + Cloxacillin
Capsule 2.3 62 400
-303 60
Amphotericin-B( Conventional )
Ampoules 50 mg
2.67 54 0 -86 10
Ampicillin + CloxacillinCapsule
500mg
1.78 48 0 75 100
Ampicillin + SulbactamSodium
Ampo 1.50 g 1.5 42 0 66 50
67
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ules 6
Capsule
375mg
2.89 78 0
-129
Antacid Preparations
BottleCOMMON
10.94
295 500
-
101 300
Tube 200 ml0.9
4 25 0 39 40Anti-haemorrhoidPreparations
Tube0.9
4 25 25 -31 10
Antioxidants
Bottle 100 ml0.0
3 1 0 -5
Capsule NA
11.67
315 300
-140 300
Antitussives
Bottle 100 ml0.2
2 5 0 8 10
Bottle
30mg/5ml
0.44 12 0 -20 0
Drops 15 ml 0.5 14 0 -54 0
Syrup 60 ml4.6
1106 0
145 10
ArtesunateAmpoules 60 mg
1.88 51 46 29 70
Aspirin (Low Dose)
Capsule
150mg
132.48
3,577 0
5,225
3100
Capsule
325mg
1.87 50 0
-5,115
Capsule 75 mg
191.39
5,168 0
7,181
4600
AtorvastatinCapsule 10 mg
139.55
2,651
4000
245
Capsule 20 mg
118.89
2,259
4100 -58
Capsule 40 mg
63.33
1,372
1500
822
2200
Capsule 5 mg
34.34
790 0
770
1000
Atorvastatin + EzetimibeCapsule 10 mg 35
805 0
730 100
Caps 20 mg 7.3 19 0 -
68
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ule 3 8432
AtracuriumAmpoules 25 mg
54.22
1,030 0
1,493
Ampoules 50 mg
1.11 21 0 -10
Vial
100mg/10ml
1.29 35 0 19
1300
AzithromycinAmpoules
500mg
0.27 6 6 4 15
Bottle
100mg/5ml
0.17 5 0 -13 0
Bottle
200mg/5ml
0.53 14 0 22 10
Capsule
250mg
0.69 16 0 -12 0
Capsule
500mg
36.13
831 180
905 500
AztreonamAmpoules 0.5 g
0.83 16 0 28 60
Ampoules 1 g
0.98 19 0 25 0
Ampoules
500mg
0.63 13 0 -7 0
Vial 1 g0.6
1 12 25 -19 50
Vial 2 g0.1
3 2 0 -2 0
Baclofen Capsule 25 mg
6.67
180 0
280 200
BetamethasoneCapsule 0.5 mg
2.44 66 0 22 100
Tube 0.05%1.1
8 32 0 44
Tube 5 g1.6
1 43 0 -62
Betamethasone Combinations
Tube1.8
9 51 30 25 40
Tube 10 g
0.0
3 1 0 -6Bleomycin
Ampoules 15 mg
0.17 4 0 6 10
Blood set
69
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PieceCOMMON
39.44
1,065
1300
356
1300
BortezomibAmpoules
0.01 0 0 0
Vial 1 mg0.3
9 9 0 4 20
Budesonide InhalersAmpoules 0.5 mg
178.34
4,459
1000
4,214
2000
Piece9.5
6258 0
248 200
Piece100mcg
0.06 2 0 -13 0
Piece200mcg
0.13 4 0 -26 0
BupivacaineAmpoules 0.25% 3.4 92 200 -57 200Ampo
ules 0.50%
13.
89
37
5 0
58
3 400Ampoules 20 ml
13.43
363 300
244 300
CalcitoninAmpoules 100 IU
3.56 68 50 21 100
Bottle0.1
7 3 0 1 5
Calcium
Ampoules 10%
50.85
1,237 0
-1,428
Bottle0.1
7 5 0 -3
Bottle250mg
2.42 65 0 50 30
Capsule
30.39
821 0
1,276
Capsule
1000mg
93.56
2,526 0
3,430
2500
Capsule
250mg 78
1,950 0
-2,080
Capsule
500mg
951.78
24,429
20000
18,706
25000
Capsule
625mg
46.67
1,073 0
-127
Capsule
COMMON
3.33 77 0
-1,273
Capsule NA
2.78 64 0
-1,474
70
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Syrup 200 ml0.1
7 4 0 6 10
CarbamazepineCapsule
100mg
8.89
240 0 73
Capsule
200mg
20.21
530 0
833 400
100
Cardioplegia
Bottle0.5
6 15 25 -1 30
CarvedilolCapsule
12.500mg
6.67
180 200 80 300
Capsule
3.125mg
16.11
435 0
-223 0
Capsule
6.250mg
5.56
150 0
-216 0
Cefixime
Bottle
100mg/5ml
0.11 3 0 -5
Bottle 50 mg0.1
1 3 0 4Capsule
100mg
7.38
180 0 54
Capsule
200mg
54.24
1,356
3780
-2,630
1300
Capsule
400mg
1.22 33 0 -39
Cefpodoxime
Bottle
100mg/5ml 0.4 8 0 14 10
Capsule
100mg
-0.6
7 -18 0 -28 10
Capsule
200mg
37.85
901
1360
-771 300
Ceftazidime
Ampoules 1 g
14.22
270 590
-207 350
Ampo
ules 2 g
1.8
3 35 40 -10Ceftriaxone
Ampoules 1 g
40.95
1,024 600
218 500
Ampoules 2 g
15.39
385 0
366 800
71
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Vial13.84
318 450 72
Ceftriaxone + TazobactamAmpoules 1 g 0.6 14 0 23 50
Vial1.0
1 25 0 40
Cefuroxime + Clavulanic acid
Capsule
250mg 1 23 210
-172 100
Capsule
500mg
13.67
314 90
399 600
Cetirizine
Bottle
5mg/5ml
2.19 56 0 -41 0
Capsule 10 mg
148.33
4,005 0
5,130
3500
Chlordiazepoxide
Capsule 10 mg
16.67
450 600
100 400
CinnarizineCapsule 25 mg
5.55
139 0
222
Capsule 75 mg
1.11 30 0 37 200
Ciprofloxacin
Bottle200mg
3.87
104 81 82 130
Capsule
500mg
58.55
1,347 0
1,585
1000
Ciprofloxacin (Eye/Ear Drops)
Bottle 0.30%7.4
8202 200 49 200
CisplatinAmpoules 10 mg
0.89 19 0 22 10
Ampoules
10mg/10ml
0.22 6 0 9
Ampoules 50 mg
0.33 7 0 7 5
CiticolineAmpoules 4 ml
17.31
398 0 98
Capsule
500mg 30
630 0
680 500
2
00
ClarithromycinAmpoules
500mg
1.88 36 0 -41 0
Caps 250 5.6 10 12 13 200
72
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ule mg 6 8Capsule
500mg
12.06
229 0
270 500
ClindamycinAmpoules
150mg/ml
169.22
3,215
4600
663
Ampoules
600mg 2 50 0 10
Capsule
150mg
8.89
169 0
202
Capsule
300mg
83.22
1,581 0
2,229
50000
ClonazepamCapsule
0.25mg
32.89
888
1400 -19
1000
Capsule 0.5 mg
12.22
330 0
-787
Capsule 1 mg
1.11 30 0 -53
ClotrimazoleCapsule
100mg
58.34
1,575 0
2,330 300
Piece 1%1.8
2 49 50 11 50
Tube 0.8 22 0 -27
Tube10mg/g
6.51
176 0
103 100
TubeCOMMON
3.56 96 120 30 70
CycloserineCapsule
250mg
2.16 58 0 -59
1000
Cyproheptadine
Bottle
2mg/5ml
0.17 5 10 -3 10
DacarbazineAmpoules
200mg
0.33 7 0 12 5
DanazolCapsule
100mg
1.11 21 0 8 30
Dexamethasone
Ampo
ules
4
mg/ml
46.
64
1,2
59
210
0
-29
1
100
0
Capsule 0.5 mg
12.22
330 0
-287
DiaperPacket of
Adult 4 92 120 -6 110
73
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10Packet of 5 Paed
19.92
458 200
557 600
Piece3.1
1 84 0131
Diazepam
Ampoules
10mg/2ml
0.02 1 0 1 0
Capsule 2 mg
0.11 3 0 -85 0
Capsule 5 mg
4.44
120 200 -14 200
Diclofenac SodiumAmpoules
25mg/ml
198.5
5,360 0
2,437 500
Capsule
100mg
36.22
978 0
1,176 375
Capsule 50 mg
69.55
1,739 100
2,567
2000
Capsule 75 mg 50.22 1,356 0 2,009 1500
TubeCOMMON
39.48
1,066 0
1,082
Diclofenac Topical
BottleCOMMON
5.92
148 0
191
Piece100mg
4.16 96 124 34
Tube0.5
6 15 50 -26 500
DigoxinAmpoules 0.5 mg
0.56 15 0 -56
Capsule
0.25mg
24.44
660 0
1,026 700
DiltiazemAmpoules
5mg/ml
0.07 2 0 3
Capsule
120mg
11.11
300 0
367 200
Capsule
180mg
2.22 60 0 -7
Capsule 30 mg
58.33
1,575 0
350 500
Capsule 60 mg
11.11
300 0
167
Caps
ule 90 mg
21.
67
58
5 0
41
0Disodium Hydrogen Citrate
Bottle1.53g/5ml
0.88 24 0 27 20
Sachets 4 g
5.02
136 0 -21 0
74
8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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DobutamineAmpoules
250mg
3.28 62 0 42 60
DoxophyllineAmpoules 10 ml
0.22 5 0 -42
Capsule
400mg
99.61
2,689 10
2,344
1200
DoxycyclineCapsule
100mg
82.11
2,217 0
849 600
DrotaverineAmpoules 20 mg 10
230 0
182 200
Ampoules
20mg/ml
4.33
117 0
182
Capsule 40 mg
5.55
139 0
222 200
Capsule 80 mg
7.11
182 0
289 200
DutasterideCapsule 0.5 mg
3.33 90 120 20 100
DydrogesteroneCapsule 10 mg
26.67
720 700
420
1000
Enalapril
Ampoules
1.250mg
-0.0
6 -1 0 -2Capsule
1.11 30 0 47 100
Caps
ule 10 mg 6.5
17
6 0
27
3 150
Capsule
2.5000mg
7.67
207 500
-763
Capsule 5 mg
29.72
802 10
553 800
EntecavirCapsule 0.5 mg
5.33
101 0
151 120
EpirubicinAmpoules 10 mg
0.56 13 20 1 20
Ampoules 50 mg
1.06 29 20 25 30
ErlotinibCapsule
100mg
1.33 25 0 45 60
Capsule
150mg 1 23 0 38 30
Ertapenem
75
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Ampoules 1 g
2.81 53 12 26 40
Erythromycin
Capsule
250mg
0.67 18 0
-162
Capsule
500mg
1.56 42 0 36 100
ErythropoietinAmpoules 0.3 6 0 8Ampoules
2000IU/ml
0.13 2 0 -2
Ampoules
3000IU
0.53 10 0 6
Ampoules
4000IU/ml
3.05 70 46 60 36
Esomeprazole
Ampoules 40 mg 12.28 332 0
-16,
904 300Capsule 20 mg
10.11
273 25 95
Capsule 40 mg
24.48
661 944 84 700
Esomeprazole + DomperidoneCapsule 40 mg
11.11
300 300
167 400
EthambutolCapsule 1 g
35.56
960
1000
494
1200
Capsule
200mg
8.89
240 200
173 400
Generic UOM
Dailyqty
ROL
Pipeline
ROQ
Capsule
400mg
15.56
420 300
354 400
Capsule
600mg
20.67
558 600
268 600
Capsule
800mg
67.89
1,833
2200
651
2300
EtoricoxibCapsule
120mg
8.89
240 0
373 300
Capsule 60 mg
18.89
510 0
793 400
Capsule 90 mg
21.55
582 0
845 700
Expectorant Preparations
Bottle 0.5 14 0 -94 0
76
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BottleCOMMON 3.2 86 50 52 70
FenofibrateCapsule
4.44
120 0 -14
Capsule
160mg
4.44
120 100 86 100
Capsule
200mg 10
270 400 20 300
Flavoxate
Capsule
200mg
2.22 60 200
-107 100
Foley
Piece1.7
7 48 0 16
PieceCOMMON
30.39
821 110
1,116
FollitrophinAmpo
ules 150 IU
1.5
6 36 50 9 50Ampoules
300mg
0.38 7 0 4 10
Ampoules
600mg
0.28 5 0 1 10
Ampoules 75 IU
1.39 32 50 3 50
FrusemideAmpoules 20 mg
103.89
2,805 0
4,363
3000
Capsule 40 mg
46.44
1,254
1040 -50 500
GabapentinCapsule
100mg
71.11
1,920 0
1,387 500
Capsule
300mg
21.38
577 0
698 700
Capsule
400mg
2.22 60 0 -67
GefitinibCapsule
250mg 1 23 0 -22 25
Gentamicin
Ampoules 20 mg
-0.3
8 -10 0
-555
Ampo
ules 80 mg
25.
8
69
7 0
66
4 800
Vial17.52
473 9
118
Gonadotrophin F.S.HAmpoules 300 IU
1.83 35 0 57 50
77
8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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Ampoules 75 IU
0.22 6 0 9 25
Ampoules 900 IU
1.42 27 0 43 30
Kit 150 IU3.8
9 74 0 -43
Kit 75 IU
0.8
3 16 0 28 10
HeparinAmpoules
10IU/ml
190.05
5,131 0
4,532 0
Ampoules
25000IU
18.9
510 120
525 600
Ampoules
5000IU
105.6
2,640 0
3,024
2000
Hydrocortisone SuccinateAmpoules
100mg
66.22
1,656 0
1,369 800
Hydroxypropyl MethylCellulose
Ampoules 16
432 0
672 540
Bottle14.81
400 0
487
Bottle 0.30%0.8
9 24 0 -5
Bottle 0.50%0.0
4 1 0 2 30
Hyoscine Butyl BromideAmpoules
20mg/ml
33.33
900 600
800 800
Capsule 10 mg
8.89
240 0
353 200
Suppositor
y
12.
61
34
0 0
36
0 200
Ibuprofen + Paracetamol
Bottle 100 ml3.1
7 86 0 -13
Capsule
400mg
555.95
15,011 0
16,960
11000
Insulin aspart + protamineAmpoules
100IU/ml
0.22 4 0 2 5
Insulin BiphasicAmpoules
8.76
166 0
184
Ampoules
100IU/ml
0.36 10 0 7 10
Ampoules
40IU/ml
2.67 51 0 41 40
Cartridge
100IU/ml
3.02 57 0 45 10
78
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Insulin GlargineAmpoules
100IU/ml
0.41 8 0 1
Ampoules 3 ml
3.23 61 100 9 100
Cartridge 300 IU
0.22 5 0 8 10
INSULIN GLULISINEAmpoules 300 IU
0.54 10 10 3 10
Insulin NeutralAmpoules
40IU/ml
10.67
203 0
243 150
Cartridge
100IU/ml
0.44 8 0 10 20
IrinotecanAmpoules
100mg 0.3 7 5 4 6
Iron Formulations
Bottle COMMON 3.22 87 70 55 100
Capsule
14.33
387 600
-148
Capsule
100mg
37.22
856 0
1,414
1000
Capsule
COMMON
260.72
7,039
2100
8,750
1000
Isosorbide-5-Mononitrate
Capsule 10 mg
11.39
308 0
-1,237
Capsule 20 mg
25.88
699 0
687 300
Capsule 30 mg
1.78 48 0 75
Lactulose
Bottle10g/15ml
22.45
606 0
923 700
LansoprazoleCapsule 15 mg
11.12
278 300
145 200
Capsule 30 mg 5.5
127 0 -1 100
LercanidipineCapsule 10 mg
29.44
795 0
536 300
Capsule 20 mg 16
432 0
272
Letrozole
Capsule
2.67 51 0
-239
79
8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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LeucovorinAmpoules 15 mg
2.11 49 0 -70 0
Ampoules 50 mg
3.56 82 40 85 120
Capsule 15 mg
0.67 13 0
-117 0
Leuprolide
Ampoules
-0.0
1 0 0 -3Ampoules
3.7500mg
0.04 1 0 -2
Ampoules 4 mg
0.94 18 0 2 10
LevamisoleCapsule
400mg
1.11 21 100 -62 100
Caps
ule
800
mg
0.8
9 17 100 -90 100Levetiracetam
Ampoules
100mg
9.47
180 390 -68 300
Capsule
1000mg
0.67 15 0 -15
Capsule
250mg
16.66
383 0
143 200
Capsule
500mg
37.78
768 0
935 200
500
LevocetirizineCapsule 5 mg
195.55
5,019 0
3,952
3000
Levofloxacin
Ampoules
500mg/100ml
1.56 30 0 8
Bottle 10190 0 15
Capsule
500mg
52.33
994 100
-176
Capsule
750mg
21.34
448 5
443 600
Levosalbutamol (Inhalers)
Piece0.31mg
7.33
198 0 48
Piece0.63mg
16.44
444 0
430 200
Piece1.250mg
7.11
192 0
299 300
Piece50mcg
0.09 2 0 -18
80
8/6/2019 Analysis of Discrepancies Between Manual and Automated ROL of Drugs1
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LignocaineAmpoules
12.44
336 0
422
Ampoules 2%
27.92
754 0
726 700
Ampoules 30 mg
14.11
381 0
583
Ampoules 4%
2.28 62 0 96 200
Ampoules
COMMON
2.57 69 0 40
Bottle
10%,10%,10%
0.74 20 0 18 30
Bottle 100 ml0.6
9 16 20 6
Tube 2% 541,458 0
608 200
LoratadineCapsule 10 mg
28.67
736 900
266 800
Losartan PotassiumCapsule 25 mg
28.56
771 0
1,000 600
Capsule 50 mg 57
1,539 0
2,154
1200
Losartan PotassiumCombinations
Capsule 50 mg
29.22
789 0
1,027 500
Low Molecular Weight Heparins(LMWHs)
Ampoules
10000IU
0.01 0 0 0 1
Ampo
ules 20 mg
1.5
6 30 50 -3 40Ampoules
2500IU
17.33
329 500 59
Ampoules 40 mg
19.6
372 0
480 350
Ampoules
5000IU
23.89
454 0
562 450
Ampoules 60 mg
8.87
169 0
192 150
Ampoules
7500IU
0.33 6 0 6
Ampoules 80 mg
0.07 1 0 2 4
Mebeverine
Capsule
135mg
7.77
210 200
-174
Capsule
200mg
1.67 38 0 33 100
Medroxyprogesterone
81
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Ampoules
150mg
0.06 1 0 -2
Capsule 10 mg 10
270 0
320 400
MephentermineAmpoules
30mg/ml
2.33 63 60 38 60
MeropenemAmpoules 1 g
44.22
840 540
963
1080
Ampoules
250mg
1.63 31 14 -26
Ampoules
500mg
45.89
872 540
896
3000
MetforminCapsule
1000mg
124.44
2,862
3000
1,729
3500
Caps
ule
500
mg
187
.34
4,4
96
600
0
1,1
16
300
0
240
0Metformin + Gliclazide
Capsule
5.56
150 0
234 300
Capsule
500mg
5.56
128 0
211 300
Capsule 80 mg
77.33
2,088
3300
-112
2000
Metformin + GlimepirideCapsule 1 mg
12.56
289 0
207 200
Capsule 2 mg
36.56
841 0
1,179
1000
Metformin + PioglitazoneCapsule 15 mg
5.22
141 50 -21
Capsule 30 mg
3.33 90 100 40 100
Metformin + Pioglitazone + GlimeprideCapsule 1 mg
8.23
222 0
246 300
Capsule 2 m