Parenteral product error detection before and after implementation of intravenous workflow management technology

2017 ◽  
Vol 25 (1) ◽  
pp. 5-15 ◽  
Author(s):  
Kelly R Wright ◽  
Brian Dekarske ◽  
John S Clark ◽  
Bruce W Chaffee

Objective To assess the difference in pharmacy error detection rates when using a manual process compared to an intravenous workflow management system for the preparation of parenteral medications. Methods Baseline error data were collected by staff using a standard form over a four-day time period before intravenous workflow management system implementation and compared to 48 weeks of electronically collected data following implementation. The chi-square test was used for statistical comparisons. Results The ability to detect an error during the intravenous preparation process increased immediately following implementation, but this difference was not sustained and was not statistically different when the entire post-implementation time period was compared to the baseline sample. The most prevalent errors at baseline were wrong drug amount (36.4%) and wrong base solution (22.7%). Post-implementation product expiration (26.1%), wrong diluent or base (17.9%), and wrong drug amount (19.2%) were the most prevalent errors. Barcode scanning technology detected 60% of the errors during the post-implementation period. A decrease in error detection over time was observed post-implementation and was attributed to corrections and additions to the intravenous workflow management library and better prospective identification of potential errors by staff as they adjusted to the system. The use of serial imaging enabled pharmacists to detect errors prospectively, which may have previously been undetected using the traditional intravenous preparation process. Conclusion The implementation of intravenous workflow management technology was unable to detect a statistically significant greater percentage of sterile product preparation errors compared with the baseline time period. Statistical significance was achieved during three of the first four months following implementation ( P < 0.05); however, this statistically significant increase was not maintained when the entire post-implementation sample was included.

2019 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Maria Belén Marzal-Alfaro ◽  
Vicente Escudero-Vilaplana ◽  
Carmen Guadalupe Rodríguez-González ◽  
Eva González-Haba ◽  
Aitana Calvo ◽  
...  

2010 ◽  
Vol 20-23 ◽  
pp. 889-893
Author(s):  
Sheng Hui Dai ◽  
Gang Yong Lin ◽  
Hong Zhen Xu ◽  
Liang Qing Zhang

On the basis of the shortage on traditional workflow management system, a workflow management system framework integrated with Web Services is put forward in this paper. By discussing the application practice on Web Services and workflow management technology in logistics system, which shows that this scheme can perform integration on many enterprises.


1999 ◽  
Author(s):  
Myong H. Kang ◽  
Judith N. Froscher ◽  
Brian J. Eppinger ◽  
Ira S. Moskowitz

2014 ◽  
Vol 568-570 ◽  
pp. 1616-1620
Author(s):  
Min Qin ◽  
Shi Quan Qiao

At present, the enterprise has many business processes. It need transfer many forms involving personnel, procurement and other aspects. The workflow management system uses computer network to realize the automation of the business process. This paper analyses the workflow management system, describes the operational principle of the workflow engine and presents a cooperative platform design based on workflow. It can effectively track the whole process and realize standardized management. Otherwise, it can enhance the enterprise business operation efficiency.


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