Resumen

JARAMILLO MEJIA, MARTA CECILIA  y  SALCEDO HURTADO, JORGE LEÓN. ANÁLISIS DEL VALOR AGREGADO Y MODO DE FALLA DE LOS PROCESOS DE FARMACIA EN UNA CLÍNICA DE TERCER NIVEL. estud.gerenc. [online]. 2005, vol.21, n.97, pp.101-115. ISSN 0123-5923.

Purpose: The purpose of this study was to calculate the added value, thereby identifying the types and modes of failure of prescription filling procedures in the phamacy at the Valle del Lili Clinic-Foundation (FCVL). Methodology: A descriptive study was conducted of each step in the prescription filling procedure inthe pharmacy at the FCVL from december 1, 1999 to december 30, 2003. The study allowed; defining each procedure: identifying the needs of different groups of interest or customers in each process; and documenting and verifying each procedure "as it is". It also included an analysis of each in the process, a definition of value- added steps in the procedures, and a calculation of the added value associated with the time and cost of the processes. The failure mode analysis (FMA) entailed the preparation of a matrix for each process. This included a definition of parameters, an identication of steps or activities in each process, functions of each step or activity, potential failure modes, potential effects, potential causes for failure, current control mechanisms (preventive measures), and the occurrence, seriousness, and detection of failures. In order to prioritize the action plans, each failure mode was assessed based on the risk priority number (RPN), which results from multi-plying occurrence by failure seriousness and failure detection. The steps with an RPN equal to or greater than 64 were given the highest priority to devise action plans within the frame of improvement processes. Results: In total, 29 steps were analyzed. The findings of this study revealed that 12 of these steps (i.e. 41%) add value, while the remaining 17 steps (59%) do not andd any value. At least 50% of activities in all the processes do not have an added value. 1% of the time of processes in this analysis is spent on value-added activities. The percentage of the cost added value processes with respect to the total cost of the overall process does not exceed 50%. Out of the 17 steps in this analysis, 13 (i.e. 76%), for improvement action plans. At least 60% of all processes need to be included in an action plan. Conclusion: More than 50% of the steps can be either improved or eliminated. 1% of the time the analyzed processes add value. This raises the need not only to devise mechanisms to get rid of steps in the processes, but also to establish technological strategies to reduce the length of steps in the processes, but also to establish technological strategies to reduce the length of steps which do not add value and cannot be eliminated. 60% of the steps in the prescriptions filling procedures in the pharmacy at the FCVL reflect the need to develop a continuous improvement program to improve the quality of results. The approach to the analysis of "added value and failure modes" used in this study made it possible to identify aspects associated with the performance or efficiency of procedures in the pharmacy at the FCVL.

Palabras clave : Hospital pharmacy; added-value analysis; failure mode analysis; process analysis.

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