Interview quotation analysis for pharmacist (PH02)
| ParticipantNumber-Quote number) “… variables in Phrase(s)” (word count in variables/total word count in causal statement) | Phrase(s) from participant quote denoting model variables | Interpreted model variables | Causal link between model variables (→=causal link, --‖→=causal link with delay, +/−=positive or negative polarity) | Comments |
|---|---|---|---|---|
| PH02-01) “The way we work together in specifically, pharmacy, accounts, procurement is that during tendering process, … normally we make purchases through tender. … the pharmacy department will go around to all the clinical department and collect their needs. … so the pharmacy departments initiate the quantification process for whatever is going to be procured. … the accounts department will now inform the pharmacy department of the available funds in the accounts for procuring the needed medicines. … the account is ready with the money then we can go ahead and do tender to award the medicines to the suppliers.” (99/176) | - we work together - will go around to all the clinical department - for whatever is going to be procured - available funds - award the medicines to the suppliers | Internal integration Time delay Hospital medicine order Available funds Procurement | Internal integration--‖→+Hospital medicine order→+Available funds--‖→+Procurement | Working across departments takes time which delays procurement of medicines |
| PH02-02) “Working together means we should have a transparent policy, transparent in the sense that what goes on in pharmacy should be open to accounts at any time. … transparency can be enhanced maybe through electronic data collection. …when we digitalize or computerise the whole process, everybody will see what is happening at one point or the other. So there should be no hidden agenda. … that can only be done when all processes are computerised.” (75/185) | - Working together - when we digitalise - everybody will see what is happening - no hidden agenda | Internal integration Time delay Visibility Internal trust | Internal integration--‖→+Visibility--‖→+Internal trust | Delay in working together and lack of data openness breeds distrust |
| PH02-03) “… with patients, what we normally do is … verify the prescription. … everything that the patient needs is actually in the prescription. … a pharmacist does a thorough verification. … the accounting department are now the ones … that will collect the cash from the patient. … the prescription comes back to the pharmacist to dispense the drugs. … the way we make medicines available through the suppliers is that when quantifications are done and when tender process is done, the pharmacy department will issue out a local purchase order (LPO) to the supplier to make the drugs available. within a certain time, maybe one week or two weeks as stated on the LPO.” (114/276) | - everything that the patient needs - does a thorough verification - collect the cash from the patient - to dispense the drugs - will issue out a local purchase order - to make the drugs available - maybe one week or two weeks | Customer orders Time delay Cash collected Selling Hospital medicine order Shipment Supply delay | Customer orders--‖→+Cash collected→+Selling→+Hospital medicine order--‖→_Shipment | Delay in delivering supplies affect the level of medicines available to serve customers |
| PH02-04) “… we do what we call an emergency purchase … before tender process is ready. …to buy any out-of-stock drug. There’s another process called a standing order. A particular company is being given a standing order because we feel that the medicines that they are supplying as something that is all is available and it’s always needed in the hospital, because it’s always needed like infusion, it should be readily available in the hospital. As the medicines are about to finish… or at the reorder level, the supplier is informed to supply another batch of products and not necessarily waiting for the tender process.” (103/213) | - emergency purchase - to buy any out-of-stock drug - it should be readily available - not necessarily waiting | Procurement Medicine inventory Time delay Time delay | Procurement--‖→+Medicine inventory | Buying medicines hurriedly leads to further delay in the procurement cycle |
| PH02-05) “… pharmacist can see what the physician has prescribed for the patient immediately even before the patient appear in the pharmacy department, the pharmacist can go ahead to immediately prepare for the patient. In that way, waiting time will be reduced by the time the patient … appears in the pharmacy department. … an electronic system. … the only way … teams could improve working with patients is by computerising, making everything electronic from the physician … to the pharmacist to the accounting department.” (83172) | - can see - patient waiting time - an electronic system - by computerising | Visibility Patient waiting time Information integration Information sharing | Visibility--‖→+Information integration→+Information sharing--‖→−Patient waiting time | Sharing information is facilitated digitally with electronic systems, which is affected when there’s delay in implementation |
| PH02-06) “After quantification and medicine selection, we ask suppliers to quote for drugs before sending it to us. we improve the process by putting the list of medications in a flash drive and sharing with suppliers. I envisage a process in which there will be an interface with the organisation and the supplier. An interface that allows suppliers to key into the system from their end automatically.All wasted time (1–2 weeks) in the current system will be saved and improve working relationship with the suppliers. Lack of immediate payment for supplies delivered to the hospital … hinders working relationship with the suppliers.” (102/142) | - before sending it to us - all wasted time - interface with the organisation and the supplier - improve working relationship with the suppliers - lack of immediate payment | Time delay Time delay Supplier integration Hospital-supplier relationship (trust) Available funds | Supplier integration--‖→+Hospital-supplier relationship (trust)→+Available funds | Improving relationship with suppliers will increase trust and level of inventory making more funds available to procure medicines |
| PH02-07) “The only way that we can improve working relationship with all these critical stakeholders is by letting them realise what our situation is, what our needs are. … to improve services…” (31/96) | - improve working relationship - by letting them realise what our situation is | Hospital-supplier relationship (trust) Visibility | Hospital-supplier relationship (trust)→+Visibility | Increasing access to information will improve services |
| PH02-08) “we give information to patients verbally and some patients also call through our phones to get information to ask if we have a particular drug. … For suppliers, we collate list of medicines in a computer and share the list in a flash drive or on a printed paper. when critical stakeholders sometimes ask for information, especially for the donor/partner as we do in our chemotherapy access partnership. we send information through emails … and send via email. … usually, drugs availability and quantity of drugs needed.” (87/154) | - to get information - ask if we have a particular drug - we send information through emails | Information sharing Medicine inventory Technology integration | Technology integration→+Information sharing→+Medicine inventory | Sharing information improves levels of medicine inventory |
| PH02-09) “The supplier, for example … I need to tell these companies the stock levels of …for them to be able to know my reorder level so that they can actually supply me more. I share this information through email, WhatsApp messages. So I give all these logistics information to my supplier for a specific drug that …have to supply. Sometimes the suppliers give information (feedback) about available medicines and expected drugs that will be available in the country.” (78/166) | - I need to tell - reorder level - supply me more - through email, WhatsApp messages - to supply - expected drugs that will be available | Information sharing Medicine order Medicine inventory Technology integration Medicine in transit Supply delay | Technology integration→+Information sharing→+Medicine order--‖→+Medicine inventory--‖→+Medicine in transit | Sharing information with suppliers increase inventory levels and reduces supply delay |
| PH02-10) “When we digitalize and computerise every .. processes, it makes …information sharing easy for patients, suppliers and all critical stakeholders.” (20/106) | - digitalize and computerise every … processes - information sharing easy | Process integration Information sharing | Process integration→+Information sharing | Sharing information Improves with digitalisation |
| PH02-11) “… information sharing and communications should be across all the levels. …immediately everybody will know that this drug is at reorder level and escalate the information to the supplier. … a process where suppliers are connected to the organization and can see that a particular drug is at reorder level in a particular hospital and make resupply immediately….” (57/207) | - information sharing and communications - reorder level - suppliers are connected to the organisation - resupply immediately | Communication Medicine order Supplier integration Shipment | Communication→+Medicine order→+ Supplier integration→+Shipment | Information sharing and communication with suppliers improves delivery of medicines |
| PH02-12) “It is only … that I have used but I know there are … technology out there. … connected to some units that are important for now due to lack of funds.” (32/35) | - it is only x, that I have used - lack of funds | Technology integration Available funds | Technology integration→+Available funds | Technology improves medicine inventory and increases funds |
| PH02-13) “The way we measure the performance of medicine availability in my organisation … and the supplier supplies seven out of 10. …the supplier has scored 70%. It is possible that the medicine is out of stock at the time of supply. … if we’re able to make the 200 items available, then we will say our performance is 100% but if we’re not able to, we count the number of available medicines and say maybe 75% performance. … we believe we will satisfy our customers, …when prepare our list of medicines and we see that at least … we make available 75% or 80% or 90% of the stock.” (109/247) | - the supplier has scored 70% - our performance is 100% - satisfy our customers | Supplier performance Internal performance Fill rate | Supplier performance→+Internal performance→+Fill rate | When patients get all their medicine, and the suppliers and hospital are performing optimally |
| PH02-14) “…we can improve performance by achieving patient satisfaction by providing the drug needs of the patients. … we can improve the … by making patient drugs available at all times … and then by reducing the patient waiting time when they come to access these drugs in the pharmacy.” (49/52) | - patient satisfaction - waiting time - access these drugs | Fill rate Patient waiting time Medicine inventory | Fill rate--‖→−Patient waiting time→− Medicine inventory | Available medicines increase fill rate and reduce wait times |
| PH02-15) “For the suppliers, we can improve performance by making sure that the suppliers get payment for the supply to the institution as soon as possible. Computerising and digitalising all processes makes it easier for you to inform the supplier immediately that a drug is at reorder level. …this information can be shared with the supplier to make medicines available. … we pay suppliers and … improve performance for all critical stakeholders.” (71/119) | - as soon as possible - inform the supplier - medicines available - we pay suppliers and … improve performance for all critical stakeholders | Time delay Information sharing Medicine inventory | Information sharing--‖→+Medicine inventory | Network partners benefit from information sharing, and the patient gets medicines |
| PH02-16) “With government, I think the only way we can improve is to remove … bottlenecks. …The only way to remove bottlenecks is … government … to give funds, … directly to the hospitals for certain activities. The hospitals should strictly use the funds for the intended purpose and not divert funds …, funds allocated for drugs should not be used to fund building or other capital projects in the hospital. … government can strengthen institutions through … improving communication. …through digitalization. There should be transparency and accountability in use of funds at the hospital.” (/158) | - remove … bottlenecks - not divert funds - improving communication - transparency and accountability | Time delays Hospital-government relationship (trust) Communication Visibility | Hospital-government relationship (trust)→+Communication→+Visibility | Reduced trust and communication decreases transparency |
| Phrase(s) from participant quote denoting model variables | Interpreted model variables | Causal link between model variables (→=causal link, --‖→=causal link with delay, +/−=positive or negative polarity) | Comments | |
|---|---|---|---|---|
| - we work together | Internal integration | Internal integration--‖→+Hospital medicine order→+Available funds--‖→+Procurement | Working across departments takes time which delays procurement of medicines | |
| - Working together | Internal integration | Internal integration--‖→+Visibility--‖→+Internal trust | Delay in working together and lack of data openness breeds distrust | |
| - everything that the patient needs | Customer orders | Customer orders--‖→+Cash collected→+Selling→+Hospital medicine order--‖→_Shipment | Delay in delivering supplies affect the level of medicines available to serve customers | |
| - emergency purchase | Procurement | Procurement--‖→+Medicine inventory | Buying medicines hurriedly leads to further delay in the procurement cycle | |
| - can see | Visibility | Visibility--‖→+Information integration→+Information sharing--‖→−Patient waiting time | Sharing information is facilitated digitally with electronic systems, which is affected when there’s delay in implementation | |
| - before sending it to us | Time delay | Supplier integration--‖→+Hospital-supplier relationship (trust)→+Available funds | Improving relationship with suppliers will increase trust and level of inventory making more funds available to procure medicines | |
| - improve working relationship | Hospital-supplier relationship (trust) | Hospital-supplier relationship (trust)→+Visibility | Increasing access to information will improve services | |
| - to get information | Information sharing | Technology integration→+Information sharing→+Medicine inventory | Sharing information improves levels of medicine inventory | |
| - I need to tell | Information sharing | Technology integration→+Information sharing→+Medicine order--‖→+Medicine inventory--‖→+Medicine in transit | Sharing information with suppliers increase inventory levels and reduces supply delay | |
| - digitalize and computerise every … processes | Process integration | Process integration→+Information sharing | Sharing information Improves with digitalisation | |
| - information sharing and communications | Communication | Communication→+Medicine order→+ Supplier integration→+Shipment | Information sharing and communication with suppliers improves delivery of medicines | |
| - it is only x, that I have used | Technology integration | Technology integration→+Available funds | Technology improves medicine inventory and increases funds | |
| - the supplier has scored 70% | Supplier performance | Supplier performance→+Internal performance→+Fill rate | When patients get all their medicine, and the suppliers and hospital are performing optimally | |
| - patient satisfaction | Fill rate | Fill rate--‖→−Patient waiting time→− Medicine inventory | Available medicines increase fill rate and reduce wait times | |
| - as soon as possible | Time delay | Information sharing--‖→+Medicine inventory | Network partners benefit from information sharing, and the patient gets medicines | |
| - remove … bottlenecks | Time delays | Hospital-government relationship (trust)→+Communication→+Visibility | Reduced trust and communication decreases transparency |
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