Interview quotation analysis for pharmacist (PH04)
| 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 |
|---|---|---|---|---|
| PH04-01) “There's an EDRF committee…Essential Drug Revolving Fund which is a team of professionals, which includes the medical doctor, includes the account, the pharmacy, and then the stores. we all work together to make sure that drugs are readily available from time-to-time meetings are held, to see how the EDRF functions and whether we're making progress or if there're areas that need to that we need to improve upon.” (70/91) | - from time-to-time - to make sure that drugs are readily available - whether we’re making progress | Time delay Medicine availability Fill rate | Medicine inventory--‖→+Fill rate | Even though the teams work together, there is delay in getting the required medicine for the patient |
| PH04-02) “…the collaboration can be better, if the pharmacist is given more to operate like, sometimes because before a major decision is taken, every part of this team … has to be carried along, or when … purchases are made, the approval has to come from somewhere, this can affect how often we get drug into the facility. I think that if the pharmacists are given more free room to operate and we get drug into the facility, …people can see the need that we don’t have to wait for bureaucracy for drugs to be brought in …” (96/101) | - has to be carried along - can affect how often - and take decisions instantly - have to wait - given more free room to operate - when … purchases are made - we get drug into the facility | Time delay Process integration Procurement Shipment | Process integration--‖→+Procurement--‖→+Shipment | Bottlenecks are preventing the teams from seamless operations |
| PH04-03) “…And depending on the volume of patients we have in particular times like there are certain seasons, that we have a higher turnover than others. … we make sure that we always have drugs readily to meet the particular needs of patients … particular clinic days to make sure that those drugs they'll be needed in clinics…very available, … during the rainy season we see a spike in allergies. For this season we make sure that we do not run out of anti-allergic agents and we get the accounts department to make sure that when this drugs are supplied payments are made in good time. so that when we call upon the suppliers for more supplies or other supplies, they will not be reluctant to supply.” (126/208) | - volume of patients - we see a spike in allergies - turnover - needs of patients - those drugs they’ll be needed in clinics…very available - payments are made in good time - reluctant to supply | Customer orders Cash collected Fill rate Medicine inventory Available funds Supply delay | Customer orders→+Cash collected --‖→+Available funds--‖→+Supply delay→-Medicine inventory--‖→+Fill rate | High number of orders depletes inventory which cannot be replenished when suppliers are not paid on time |
| PH04-04) “When a patient comes to the hospital, … …making drugs readily available for them is uppermost in our mind …so we make sure that drugs are always readily available for our patients, when they come to the pharmacy, which keeps them happy. A lot of times, when patients come and they're told that certain drugs are not available, they are not always happy. …we always have this consciousness, we are always working hard to make sure that drugs are available because that is what pleases our customers, our patients.” (89/196) | - making drugs readily available - which keeps them happy - they are not always happy - certain drugs are not available - we are always working hard - a lot of times | Fill rate Customer satisfaction Stockout Productivity Time delay | Productivity--‖→+Fill rate→−Stockout→− Customer satisfaction | The staff work hard to fill prescriptions, but sometimes the drugs are not available |
| PH04-05) “…we can make it better by making sure that suppliers …paid even more promptly. Now, I know that we're trying but it can be better. … the processes involved in getting the payment done, everybody that's involved in that chain, should take up their responsibility and do it as quickly as possible.” (52/135) | - making sure that suppliers …paid - promptly - as quickly as possible - everybody that's involved in that chain | Available funds Time delay Process integration | Process integration--‖→+Available funds | Alignment of processes will get suppliers paid at the right time |
| PH04-06) “we can improve our working relationships with them when we are very transparent about everything that we do for donor partners when drugs have been donated, we should be open to let them know how these drugs have been utilised. I think it will make them happy to see that the drug finally gets to the people that they were meant for and every other person involved …transparency is key.” (70/89) | - improve our working relationships - we should be open - transparency is key - make them happy | Hospital-partner relationship (trust) Visibility Partner satisfaction | Visibility→+Hospital-Partner relationship (trust)→+Partner satisfaction | Transparency builds trust and ensures every partner achieves their goals |
| PH04-07) “for patients during …during dispensing and counseling. … we make sure that this information is made available to the patient. …we listen to the patient. … we get a lot of questions during fasting, whether eye drops can break their fast or interrupt the fasting. …we answer their question in a way to assure them that they can still carry on their religious obligations while they use their medication.” (69/188) | - information is made available - use their medication | Information sharing Customer orders | Information sharing→+Customer orders | Sharing information enables customers to get the best of their orders |
| PH04-08) “Everything we do is documented most of this information is …documented, …written maybe not in soft copies, some already on soft copies most are in hard copies. …whenever …need this information if they're requested for, they are always readily available.” (40/45) | - maybe not in soft copies - readily available | Technology integration Visibility | Technology integration→+Visibility | Technology makes information available |
| PH04-09) “…we review the prescriptions, the ones that are available, we let them know immediately, the ones that are not available…we tell them and give them specific periods within which it will be available, …we let them know that we do not have these drugs, …may have to get it elsewhere. …The best we can tell… is make sure you go to a reputable pharmacy to get your drug, that's what we do with the patients.” (75/157) | - we review the prescriptions - the ones that are available - the ones that are not available - specific periods within which it will be available - may have to get it elsewhere | Customer orders Medicine inventory Stockout Shipment Customer satisfaction | Customer orders→−Medicine inventory→−Stockout→−Shipment→+Customer satisfaction | Customers are unhappy when medicines are out of stock |
| PH04-10) “…technology…is the way to go. … it can make things to make things easier. But there are challenges that are associated with that…because the network was very poor… it will impact on going digital…(/132) | - technology…is the way to go - because the network was very poor - impact on going digital | Technology integration Visibility | Technology integration→+Visibility | Technology use is hindered by network connectivity |
| PH04-11) “…what we have now is the electronic medical record, …yes, I like it very well. it helps a lot, it makes the work easier. And then it's has taken away a lot of writing.” (34/99) | - electronic medical record - yes, I like it very well | Technology integration Staff satisfaction | Technology integration→+Staff satisfaction | Using technology reduces manual effort of dealing with prescriptions |
| PH04-12) “…will measure performance by the number of out of stock. As a dispensing pharmacist, so I'm always in touch with the patient. And my goal is to make sure that the patient that whatever number of drugs are on the patient's prescription, the patient’s gets all of them. … I measure performance by the out of stock or the availability of drugs. The more drugs are available… the higher I will rate our performance.” | - number of out of stock - always in touch - number of drugs - the patient's gets all of them - availability of drugs - rate our performance | Stockout Information sharing Medicine inventory Fill rate Fill rate Performance | Information sharing→+Medicine inventory→+Fill rate→−Stockout→−Performance | Performance is measured by availability of medicine and out of stock |
| PH04-13) “…everybody doing their own bit at the right time as quickly as possible. If everybody does that, drugs will be more readily available to the patient. Sometimes when drugs are out of stock there's not much that the pharmacist can do after he has done their roles and informed the necessary authorities that drugs are out of stock the list has to be taken to someone who will approve if the approval doesn't come on time, there’s nothing you can do about that, when the approval comes and the order needs to be written out and given to the suppliers immediately. So whoever needs to do that should do it promptly. ..when the order gets to the supplier, the supplier should do it promptly too, when everybody has done their parts as soon as possible, then drugs will be readily available to the patient.” (144/147) | - as quickly as possible - come on time - should do it promptly - drugs will be more readily available - drugs are out of stock - there’s not much that the pharmacist can do - should do it promptly too | Time delay Medicine inventory Stockout Productivity Shipment | Stockout →−Medicine inventory--‖→+ Productivity--‖→+Shipment | Staff productivity decreases with more stockout |
| PH04-14) “By letting the suppliers know that whatever order is given to them needs to be acted upon immediately. Because those drugs need to get to the end users as soon as possible. …whatever order they get should be acted on within a timeframe to make it available for the patient.” (50/54) | - acted upon immediately - as soon as possible - whatever order - to make it available | Time delay Customer orders Medicine inventory | Customer orders--‖→+Medicine inventory | The is some frustration on the part of the pharmacist with the delay in sending orders to the suppliers and supply delay to the hospital |
| PH04-15) …government can help by engaging more hands on ground to do the work. then … making funds available. lack of manpower is our main challenge for now. human resource is a challenge. | - engaging more hands - lack of manpower - making funds available | Staff attrition Funding | Funding→−Staff attrition | The hospital does not have autonomy to employ staff. Staff attribution and lack of funds reduces 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 | |
|---|---|---|---|---|
| - from time-to-time | Time delay | Medicine inventory--‖→+Fill rate | Even though the teams work together, there is delay in getting the required medicine for the patient | |
| - has to be carried along | Time delay | Process integration--‖→+Procurement--‖→+Shipment | Bottlenecks are preventing the teams from seamless operations | |
| - volume of patients | Customer orders | Customer orders→+Cash collected --‖→+Available funds--‖→+Supply delay→-Medicine inventory--‖→+Fill rate | High number of orders depletes inventory which cannot be replenished when suppliers are not paid on time | |
| - making drugs readily available | Fill rate | Productivity--‖→+Fill rate→−Stockout→− Customer satisfaction | The staff work hard to fill prescriptions, but sometimes the drugs are not available | |
| - making sure that suppliers …paid | Available funds | Process integration--‖→+Available funds | Alignment of processes will get suppliers paid at the right time | |
| - improve our working relationships | Hospital-partner relationship (trust) | Visibility→+Hospital-Partner relationship (trust)→+Partner satisfaction | Transparency builds trust and ensures every partner achieves their goals | |
| - information is made available | Information sharing | Information sharing→+Customer orders | Sharing information enables customers to get the best of their orders | |
| - maybe not in soft copies | Technology integration | Technology integration→+Visibility | Technology makes information available | |
| - we review the prescriptions | Customer orders | Customer orders→−Medicine inventory→−Stockout→−Shipment→+Customer satisfaction | Customers are unhappy when medicines are out of stock | |
| - technology…is the way to go | Technology integration | Technology integration→+Visibility | Technology use is hindered by network connectivity | |
| - electronic medical record | Technology integration | Technology integration→+Staff satisfaction | Using technology reduces manual effort of dealing with prescriptions | |
| - number of out of stock | Stockout | Information sharing→+Medicine inventory→+Fill rate→−Stockout→−Performance | Performance is measured by availability of medicine and out of stock | |
| - as quickly as possible | Time delay | Stockout →−Medicine inventory--‖→+ Productivity--‖→+Shipment | Staff productivity decreases with more stockout | |
| - acted upon immediately | Time delay | Customer orders--‖→+Medicine inventory | The is some frustration on the part of the pharmacist with the delay in sending orders to the suppliers and supply delay to the hospital | |
| - engaging more hands | Staff attrition | Funding→−Staff attrition | The hospital does not have autonomy to employ staff. Staff attribution and lack of funds reduces productivity |
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