Online pharmacy literature
Am J Hosp Pharm. 1989 Oct;46(10):2019-22.
PharmaTrend as a management tool: implementation in a university hospital.
Thielke TS, Stirm EJ.
University of Wisconsin Hospital and Clinics, Madison 53792.
The implementation of ASHP's hospital pharmacy management information system, PharmaTrend, in a university hospital is described. The pharmacy department at the University of Wisconsin Hospital and Clinics (UWHC) is a decentralized operation with 63.5 pharmacist full-time equivalents (FTEs) and 81.6 supportive staff FTEs. The multipharmacy capability of PharmaTrend, which allows workload and productivity data for several pharmacies (usually satellites) to be combined into total departmental data for a given period, was used by UWHC to describe the pharmacy department's major cost centers individually. These centers were inpatient services, outpatient services, home health i.v. services, and two offsite pharmacies. Data were divided into elements collected by computer, elements not previously collected or requiring new procedures, and elements requiring manual collection. Data entry forms specific to each cost center were developed. With these forms, collected data can be categorized appropriately by technical staff members. Work hour allocation for each cost center was determined on the basis of PharmaTrend definitions and institution-specific considerations; only those hours reflecting direct fiscal burden of the department on the hospital were included. A manual process for collecting and categorizing data on hours worked and hours paid was automated and adapted for use in PharmaTrend. Finally, some preliminary experience with the system was obtained so that information could be collected for the development of policies, procedures, and training methods and on the use of forms and categorization methods. In particular, the time requirements for collecting, categorizing, and entering selected PharmaTrend data by cost center were determined. Optimal use of PharmaTrend requires creativity and a commitment of time and effort.
http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?cmd=Retrieve&db=PubMed&list_uids=2816956&dopt=Abstract
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Med Inform (Lond). 1988 Jul-Sep;13(3):161-9.
Online support functions of prescription order system and prescription audit in an integrated hospital information system.
Ogura H, Sagara E, Iwata M, Nishioka Y, Furutani H, Yamamoto K, Kitazoe Y.
Center of Medical Information Science, Kochi Medical School, Japan.
The role of the online prescription support functions of a prescription order entry system was analysed and the results of the prescription audit by pharmacists were examined. In the Kochi Medical School Hospital, an online prescription order system has been developed as part of an integrated hospital information system named IMIS (the Integrated Medical Information System), in which all the physicians enter their prescription orders into online display terminals. The prescription order entry system is provided with prescription support functions, which check the entered prescription data, issue warnings, and offer information about drugs or patients. The prescription order system reduces the incidence of simple prescription mistakes and greatly decreases the cases of inquiries by pharmacists. However, results of the analysis show that such functions as warnings of double order and repeated prescription of a drug do not work as well as expected. The system would thus require some kind of intelligence like that of the auditing pharmacists or that of the physicians with accurate knowledge of clinical pharmacology.
http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?cmd=Retrieve&db=PubMed&list_uids=3185021&dopt=Abstract
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Comput Healthc. 1983 Apr;4(4):28, 32.
Pharmacy computerization: a rational step forward.
Skrocki R.
The decision was made and the Travenol computer system was installed and has since assisted the department of pharmacy in capping current labor expenditures, while increasing operating efficiencies. Technicians perform conditional order entry while pharmacists review and validate the orders. The resulting efficiencies have been readily translated into the benefits mentioned above. The enhanced services also include numerous clinical activities and the often neglected distribution responsibility. Another noteworthy benefit is the increase professionalism brought about by computerization of the department.
http://www.ncbi.nlm.nih.gov/entrez/query.fcgi?cmd=Retrieve&db=PubMed&list_uids=10259383&dopt=Abstract
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