Interview quotation analysis for pharmacist (PH03)
| 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 |
|---|---|---|---|---|
| PH03-01) “…pharmacy department provide data and forward to procurement unit to work on it to send order to the suppliers. pharmacy makes sales of drugs dispensed to patients and send sales to accounts departments/finance unit. the money is used to pay for suppliers after delivery of products by suppliers. we share information, when there’s need for any medicine, we work on it and send it to procurement unit to place order for the purchase of medicines. After management approval, the account s will pay for the drugs and we give the drug to patients.” (93/97) | - to send order to the suppliers - delivery of products - share information - pay for the drugs | Procurement Delivery Information sharing Available funds | Procurement→+Delivery→+Information sharing→+Available funds | Information sharing is only shared when there’s need for products which hamper planning on the part of the suppliers |
| PH03-02) “we share information with our patient’s. some patients make request through phone calls to find out about drugs that are not readily available e.g. xxx. …we display our drugs prices list publicly so that patients can know the prices of medicines. we interact with suppliers by keeping stock inventory of the patients. … purchase drugs directly from them or through contracts. for management, we periodically send them reports quarterly on all activities.” (72/82) | - share information - can know the prices - purchase drugs directly - periodically | Information sharing Visibility Procurement Time delay | Information sharing →+Visibility--//→+Procurement | Information sharing is not real time for all stakeholders |
| PH03-03) “for patients, we make sure there’s constant supply of drugs. …sustainability of medicines so that patients can have access to the drugs it’s important to reduce lead times during order to be able to meet customer needs. Make sure we prepare list of medicines that are about to be exhausted on time. .timely submission of data for procurement. there should be prompt payment of suppliers whenever they deliver medicine.” (69/79) | - constant supply of drugs - reduce lead times - on time - should be prompt - customer needs - prepare list of medicines that are about to be exhausted - timely submission of data for procurement | Medicine inventory Time delay Customer order Time to reconcile inventory Time to average orders | Medicine inventory--//→+Customer order--//→+Time to reconcile inventory--//→+Time to average orders | Delayed payment of suppliers affects the delivery of medicines to the hospital |
| PH03-04) “we have friends of hospital where management reach out to people that are ready to assist the less privilege because our patients cannot take care of themselves. … hospital reach out to people that can … help financially to the treatment of some of the less privilege patients that cannot afford their medication.” (53/78) | - friends of hospital - assist the less privilege - cannot afford their medication | Hospital-stakeholders relationship (trust) funding Selling price | Hospital-stakeholders relationship (trust)--//→−funding→+Selling price | External funding from stakeholders supports the provision of medicines to indigent patients |
| PH03-05) “We share information through reports. for patients, everything is done manually, we display our list of drugs pricing for patients to know how much, it costs to take their medicines. we also keep manual documentation.” (/35) | - share information - done manually - to know how much, it costs | Information sharing Time delay Visibility | Information sharing--//→+Visibility | Communication with patients is through physical display of price list |
| PH03-06) “…we make phone calls if there are problems or if there’s any urgent need for some drugs. …they come to the hospital for us to discuss what the problem is and how to resolve it. For CSOs and government, we document manually.” (42/58) | - urgent - there are problems - and how to resolve it | Time delay Stockout Medicine inventory | Stockout--//→−Medicine inventory | Even though the suppliers can reach the staff by phone, constraints are resolved at the hospital manually |
| PH03 −07) “…Use of digital technology, internet, computers is faster, more reliable. The whole process will be more efficient. it can be used to analyse or reproduce any information. … we don’t have digital tools. whatever request can be done electronically. it is the best.” (43/47) | - is faster - reproduce any information - don’t have digital tools | Time delay Information sharing Visibility | Information sharing--//→+Visibility | The staff long for the use of technology to ease difficulty in information management |
| PH03-08) “…makes the whole process faster and it also eliminates interruption or disruption. …meet the target you set for the patients, reliable, easy to use. …can be used to analyse data or reproduce data which is not possible manually especially if you’re looking for an information that takes a length of time to reproduce, you will not finish on time. by clicking a button or two, you get all information you need.” (71/73) | - makes the whole process faster - takes a length of time - not finish on time - target you set for the patients - looking for an information | Time delay Medicine inventory Information sharing | Information sharing--//→+Medicine inventory | The staff experience delay in replenishment of medicines which is attributed to manual inventory management techniques |
| PH03-09) “… We use computers for our stock balances on monthly basis, we keep record of issuance and the stock available at the end of every month. … some places provide computerized provider order systems. we need something like that in our systems. …also learned about radio-frequency identification technology (RFID). I don't have any idea about it.” (55/94) | - our stock balances - issuance and the stock available - computerized provider order systems - radio-frequency identification technology - I don’t have any idea about it | Time to reconcile inventory Time to average orders Information sharing Visibility Capacity | Information sharing→+Visibility→+Capacity→−Time to reconcile inventory→+Time to average orders | The staff are curious to the perceived gains from the use of digital technology for inventory management |
| PH03-10) “…we use maximum and minimum inventory management system. we use visual method to determine stock levels. we know the drugs that are available, and we know the drugs that are about to be exhausted. the method is not effective 100%, depending on a particular period …you may not have many cases or patients … we run into problems when prescribing patterns changes which affects us. when new drugs are introduced to the system, you start seeing prescriptions on it. then all of a sudden demand decreases for the new drug.” (90/125) | - to determine stock levels - about to be exhausted - period - all of a sudden - many cases - we run into problems when prescribing patterns changes | Medicine inventory Stockout Time delay Customer orders Supply delay | Medicine inventory--//→−Stockout→−Customer orders--//→−Supply delay | Sudden changes in prescribing patterns and demand of customers lead to stockout of medicines and delays in supply |
| PH03-11) “…we keep adequate record so that when we need drugs we can order quickly. inventory accuracy improve the supplies and minimising wastages through pilferages, theft, damages and expiries increases availability of drugs. for patients, by keeping accurate records, …don’t allow drugs to finish before requesting for more keeps drugs readily available.” (/58) | - adequate record - order quickly - inventory accuracy - wastages through pilferages, theft, damages and expiries - availability of drugs - allow drugs to finish | Time to average orders Medicine procurement Time to correct inventory Shrinking inventory Medicine inventory Stockout | Time to average orders→−Medicine procurement→+Medicine inventory→− Stockout→+Shrinking inventory→+Time to correct inventory | Shrinking inventory plays a huge role in stockout of medicines by distorting the accuracy of medicine records and delaying replenishment |
| PH03-11) “I think supply chain knowledge is very good. …if we can encourage stakeholders to take it serious and key into the drug revolving fund. it will motivate people to work better.” (31/46) | - supply chain knowledge - motivate people to work better | Capacity Medicine inventory | Capacity→+Medicine inventory | Building capacity will make the staff happy and increase productivity |
| 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 | |
|---|---|---|---|---|
| - to send order to the suppliers | Procurement | Procurement→+Delivery→+Information sharing→+Available funds | Information sharing is only shared when there’s need for products which hamper planning on the part of the suppliers | |
| - share information | Information sharing | Information sharing →+Visibility--//→+Procurement | Information sharing is not real time for all stakeholders | |
| - constant supply of drugs | Medicine inventory | Medicine inventory--//→+Customer order--//→+Time to reconcile inventory--//→+Time to average orders | Delayed payment of suppliers affects the delivery of medicines to the hospital | |
| - friends of hospital | Hospital-stakeholders relationship (trust) | Hospital-stakeholders relationship (trust)--//→−funding→+Selling price | External funding from stakeholders supports the provision of medicines to indigent patients | |
| - share information | Information sharing | Information sharing--//→+Visibility | Communication with patients is through physical display of price list | |
| - urgent | Time delay | Stockout--//→−Medicine inventory | Even though the suppliers can reach the staff by phone, constraints are resolved at the hospital manually | |
| - is faster | Time delay | Information sharing--//→+Visibility | The staff long for the use of technology to ease difficulty in information management | |
| - makes the whole process faster | Time delay | Information sharing--//→+Medicine inventory | The staff experience delay in replenishment of medicines which is attributed to manual inventory management techniques | |
| - our stock balances | Time to reconcile inventory | Information sharing→+Visibility→+Capacity→−Time to reconcile inventory→+Time to average orders | The staff are curious to the perceived gains from the use of digital technology for inventory management | |
| - to determine stock levels | Medicine inventory | Medicine inventory--//→−Stockout→−Customer orders--//→−Supply delay | Sudden changes in prescribing patterns and demand of customers lead to stockout of medicines and delays in supply | |
| - adequate record | Time to average orders | Time to average orders→−Medicine procurement→+Medicine inventory→− Stockout→+Shrinking inventory→+Time to correct inventory | Shrinking inventory plays a huge role in stockout of medicines by distorting the accuracy of medicine records and delaying replenishment | |
| - supply chain knowledge | Capacity | Capacity→+Medicine inventory | Building capacity will make the staff happy and increase productivity |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.