To study Inventory control with respect to ABC, VED and FSN in Hospital
RameezShah5
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May 22, 2017
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About This Presentation
Inventory Control analysis of hospital
Slide Content
1
Acknowledgements
I take this opportunity as privilege to express my deep sense of gratitude to Dr. Rajendra
Takale, Director Ashoka Institute of Healthcare, Nashik for his continuous
encouragement, invaluable guidance and help for completing the present research work.
He have been a source of inspiration to me and I am indebted to him for initiating me in
the field of research. I am deeply indebted to Prof. Dr. Shilpa Bhalgat, my research guide,
the Ashoka Institute of Healthcare, Nashik without her help completion of the project was
highly impossible.
I take this opportunity as privilege to articulate my deep sense of gratefulness to Dr.
Vijay Saraswat (COO), Mr. Robin Phillip (HR manager), Dr. Mangesh Jadhav
(Marketing Head), Mr. Bharath Reddy (Material manager), Mr. Shiva Reddy, Mr. Tabish
Shaikh and other staff members of the Apollo Hospitals for their timely help and positive
encouragement.
I wish to express a special thanks to all teaching and non-teaching staff members, the
Ashoka Institute of Healthcare, Nashik for their forever support. Their encouragement
and valuable guidance are gratefully acknowledged. I would like to acknowledge all my
family members, relatives and friends for their help and encouragement.
Place: Nashik Dr. Tamboli Hafeez Jamal.
Date:
Acknowledgements
I take this opportunity as privilege to express my deep sense of gratitude to Dr. Rajendra
Takale, Director Ashoka Institute of Healthcare, Nashik for his continuous
encouragement, invaluable guidance and help for completing the present research work.
He have been a source of inspiration to me and I am indebted to him for initiating me in
the field of research. I am deeply indebted to Prof. Dr. Shilpa Bhalgat, my research guide,
the Ashoka Institute of Healthcare, Nashik without her help completion of the project was
highly impossible.
I take this opportunity as privilege to articulate my deep sense of gratefulness to Dr.
Vijay Saraswat (COO), Mr. Robin Phillip (HR manager), Dr. Mangesh Jadhav
(Marketing Head), Mr. Bharath Reddy (Material manager), Mr. Shiva Reddy, Mr. Tabish
Shaikh and other staff members of the Apollo Hospitals for their timely help and positive
encouragement.
I wish to express a special thanks to all teaching and non-teaching staff members, the
Ashoka Institute of Healthcare, Nashik for their forever support. Their encouragement
and valuable guidance are gratefully acknowledged. I would like to acknowledge all my
family members, relatives and friends for their help and encouragement.
Place: Nashik Dr. Tamboli Hafeez Jamal.
Date:
2
Chapter 1
INTRODUCTION
Chapter 1
INTRODUCTION
3
“STUDYING INVENTORY MANAGEMENT WITH RESPECT TO ABC, VED &
FSN ANALYSIS IN MULTISPECIALITY HOSPITAL”
Inventory Management In Multispeciality Hospital
Materials Management
It is concerned with planning, organizing and controlling the flow of materials from their
initial purchase through internal operations to the service point through distribution.
Aim of Material Management
To get,
1. The Right quality
2. Right quantity of supplies
3. At the Right time
4. At the Right place
5. For the Right cost
Basic principles of material management
1. Effective management & supervision
It depends on managerial functions of
Planning
Organizing
Staffing
Directing
Controlling
Reporting
Budgeting
2. Sound purchasing methods
3. Skillful & hard poised negotiations
4. Effective purchase system
5. Should be simple
“STUDYING INVENTORY MANAGEMENT WITH RESPECT TO ABC, VED &
FSN ANALYSIS IN MULTISPECIALITY HOSPITAL”
Inventory Management In Multispeciality Hospital
Materials Management
It is concerned with planning, organizing and controlling the flow of materials from their
initial purchase through internal operations to the service point through distribution.
Aim of Material Management
To get,
1. The Right quality
2. Right quantity of supplies
3. At the Right time
4. At the Right place
5. For the Right cost
Basic principles of material management
1. Effective management & supervision
It depends on managerial functions of
Planning
Organizing
Staffing
Directing
Controlling
Reporting
Budgeting
2. Sound purchasing methods
3. Skillful & hard poised negotiations
4. Effective purchase system
5. Should be simple
4
6. Must not increase other costs
7. Simple inventory control program.
Inventory control
It means stocking adequate number and kind of stores, so that the materials are available
whenever required and wherever required. Scientific inventory control results in optimal
balance.
Functions of inventory control
To provide maximum supply service, consistent with maximum efficiency & optimum
investment.
To provide cushion between forecasted & actual demand for a material
Principle of inventory control
The basic principle is to control cost related inventory.
It can be 30% of actual cost of inventory.
Maintain balance between purchase cost and carrying cost of inventory.
Classification of inventory control
Classification of Hospital inventory is based on Pareto’s Law.
Pareto a German economist, states that, “20% of people have got 80% of total
money, while 80% of people have only 20% of money.”
This finding of Pareto is equally applicable to inventory in healthcare.
Types of selective inventory control :
1. ABC
Based on cost criteria, i.e. cost of consumption.
Does not depend upon unit price of an item.
It is also known as Always Better Control (ABC)
6. Must not increase other costs
7. Simple inventory control program.
Inventory control
It means stocking adequate number and kind of stores, so that the materials are available
whenever required and wherever required. Scientific inventory control results in optimal
balance.
Functions of inventory control
To provide maximum supply service, consistent with maximum efficiency & optimum
investment.
To provide cushion between forecasted & actual demand for a material
Principle of inventory control
The basic principle is to control cost related inventory.
It can be 30% of actual cost of inventory.
Maintain balance between purchase cost and carrying cost of inventory.
Classification of inventory control
Classification of Hospital inventory is based on Pareto’s Law.
Pareto a German economist, states that, “20% of people have got 80% of total
money, while 80% of people have only 20% of money.”
This finding of Pareto is equally applicable to inventory in healthcare.
Types of selective inventory control :
1. ABC
Based on cost criteria, i.e. cost of consumption.
Does not depend upon unit price of an item.
It is also known as Always Better Control (ABC)
5
2. VED – Vital, Essential, Desirable.
Based on Importance, criticality, shortage cost of an item in terms of
function& availability.
Commonly used for consumable items.
3. FSN – Fast moving, Slow moving, Non moving.
Based on issuing hospital stock from stores.
Speed of consumption of an item.
4. SDE – Scarce, Difficult, Easy to obtain.
5. SOS – Seasonal, Off seasonal
6. HML – High, Medium, Low, unit price of item.
7. XYZ – Based on value inventory in hospital store.
Scope of Inventory control :
Reduces operational cost of running hospital.
Improves service delivery in patients care.
Increases return on investment.
Improve service conditions.
Increase efficiency of man & machines.
Improve pt satisfaction & goodwill of hospital.
Improve liquidity.
Cost associated with inventory :
1. Item cost
2. Inventory carrying cost
. Capital cost
. Storage cost
2. VED – Vital, Essential, Desirable.
Based on Importance, criticality, shortage cost of an item in terms of
function& availability.
Commonly used for consumable items.
3. FSN – Fast moving, Slow moving, Non moving.
Based on issuing hospital stock from stores.
Speed of consumption of an item.
4. SDE – Scarce, Difficult, Easy to obtain.
5. SOS – Seasonal, Off seasonal
6. HML – High, Medium, Low, unit price of item.
7. XYZ – Based on value inventory in hospital store.
Scope of Inventory control :
Reduces operational cost of running hospital.
Improves service delivery in patients care.
Increases return on investment.
Improve service conditions.
Increase efficiency of man & machines.
Improve pt satisfaction & goodwill of hospital.
Improve liquidity.
Cost associated with inventory :
1. Item cost
2. Inventory carrying cost
. Capital cost
. Storage cost
6
. Space
.Labor
.Equipment
. Risk cost
.Obsolescence – model change, outdated
.Damage in handling
.Pilferage- lost, misplace, stray, stolen.
3. Ordering cost
4. Stock out costs
5. Capacity associated costs
To reduce Inventory cost;
1. Fixing up maximum limit of inventory in terms of value.
2. Fixing up responsibility of inventory control with senior level person.
3. Meticulous material planning & forecast.
4. Well designed & planned inventory control system.
5. By reducing lead time treat pts in time i.e. within Golden Period.
6. Inventory levels should be adjusted as per change in requirement/consumption.
7. Strict control on obsolete, slow moving, non moving items.
8. Reducing number of stock points.
9. Standardization & variety reduction.
10. Maintain close coordination with other departments.
11. Computerize the inventory control system.
12. Select right source of supply & vendor relationship.
Hospital Supply Chain / Materials Management
Hospital supplies are often seen as a major source of inefficiency and excess cost, and
materials managers are under growing pressure to address these issues. Yet time-
consuming manual processes for hospital supply management create barriers to success.
. Space
.Labor
.Equipment
. Risk cost
.Obsolescence – model change, outdated
.Damage in handling
.Pilferage- lost, misplace, stray, stolen.
3. Ordering cost
4. Stock out costs
5. Capacity associated costs
To reduce Inventory cost;
1. Fixing up maximum limit of inventory in terms of value.
2. Fixing up responsibility of inventory control with senior level person.
3. Meticulous material planning & forecast.
4. Well designed & planned inventory control system.
5. By reducing lead time treat pts in time i.e. within Golden Period.
6. Inventory levels should be adjusted as per change in requirement/consumption.
7. Strict control on obsolete, slow moving, non moving items.
8. Reducing number of stock points.
9. Standardization & variety reduction.
10. Maintain close coordination with other departments.
11. Computerize the inventory control system.
12. Select right source of supply & vendor relationship.
Hospital Supply Chain / Materials Management
Hospital supplies are often seen as a major source of inefficiency and excess cost, and
materials managers are under growing pressure to address these issues. Yet time-
consuming manual processes for hospital supply management create barriers to success.
7
When the bulk of staff time is spent manually checking par levels and tracking usage in
various supply locations, it’s hard to find time to keep the warehouse organized and
optimize inventory levels. Filling last-minute orders from nurses who have run out of an
item also takes time away from more strategic hospital materials management work.
In supply and medication dispensing automation, Hospital supply management systems
that can dramatically streamline your inventory management tasks. With these systems,
not only improve staff efficiency and lower medical supply inventory costs but also
increase revenue through improved charge capture and reimbursement.
Considering that the healthcare delivery is highly dependent on how fast and efficient
care givers are able to attend to patients and provide them with vital drugs and other
associated medical needs, the requirement for short lead times are vital to the realization
of quality health care delivery. This means that hospitals and other firms must put in
significant efforts to reduce lead times.
When the bulk of staff time is spent manually checking par levels and tracking usage in
various supply locations, it’s hard to find time to keep the warehouse organized and
optimize inventory levels. Filling last-minute orders from nurses who have run out of an
item also takes time away from more strategic hospital materials management work.
In supply and medication dispensing automation, Hospital supply management systems
that can dramatically streamline your inventory management tasks. With these systems,
not only improve staff efficiency and lower medical supply inventory costs but also
increase revenue through improved charge capture and reimbursement.
Considering that the healthcare delivery is highly dependent on how fast and efficient
care givers are able to attend to patients and provide them with vital drugs and other
associated medical needs, the requirement for short lead times are vital to the realization
of quality health care delivery. This means that hospitals and other firms must put in
significant efforts to reduce lead times.
8
Lead time can be defined variedly depending on the part of firm that is focused on. Lead
time starts right from the onset of receiving an order from a customer to the time when
the customer receives the product or service asked for.
STORE:
Storage
Store must be of adequate space
Materials must be stored in an appropriate place in a correct way
Group wise & alphabetical arrangement help identification & retrieval
First-in, first-out principle to be followed (FIFO)
Monitor expiry date
Follow two bin or double shelf system, to avoid Stock outs
Reserve bin should contain stock that will cover lead time and a small safety stock
Important techniques in inventory control;
ABC ANALYSIS
(ABC = Always Better Control)
This is based on cost criteria.
It helps to exercise selective control when confronted with large number of items
it rationalizes the number of orders, number of items & reduce the inventory.
About 10 % of materials consume 70 % of resources
About 20 % of materials consume 20 % of resources
About 70 % of materials consume 10 % of resources
‘A’ ITEMS
Small in number, but consume large amount of resources
Must have:
Tight control
Rigid estimate of requirements
Strict & closer watch
Lead time can be defined variedly depending on the part of firm that is focused on. Lead
time starts right from the onset of receiving an order from a customer to the time when
the customer receives the product or service asked for.
STORE:
Storage
Store must be of adequate space
Materials must be stored in an appropriate place in a correct way
Group wise & alphabetical arrangement help identification & retrieval
First-in, first-out principle to be followed (FIFO)
Monitor expiry date
Follow two bin or double shelf system, to avoid Stock outs
Reserve bin should contain stock that will cover lead time and a small safety stock
Important techniques in inventory control;
ABC ANALYSIS
(ABC = Always Better Control)
This is based on cost criteria.
It helps to exercise selective control when confronted with large number of items
it rationalizes the number of orders, number of items & reduce the inventory.
About 10 % of materials consume 70 % of resources
About 20 % of materials consume 20 % of resources
About 70 % of materials consume 10 % of resources
‘A’ ITEMS
Small in number, but consume large amount of resources
Must have:
Tight control
Rigid estimate of requirements
Strict & closer watch
9
Low safety stocks
Managed by top management
‘B’ ITEM
Intermediate,
Must have:
Moderate control
Purchase based on rigid requirements
Reasonably strict watch & control
Moderate safety stocks
Managed by middle level management
‘C’ ITEMS
Larger in number, but consume lesser amount of resources
Must have:
Ordinary control measures
Purchase based on usage estimates
High safety stocks
ABC analysis does not stress on items those are less costly but may be vital 20000050020
19950050019
19900050018
19850050017
19800050016
19750050015
19700050014
19650050013
196000150012
194500150011
193000175010
19125027509
18850040008
18450045007
18000050006
17500075005
16750075004
160000200003
140000500002
90000900001
CUMMULATIVE CUMMULATIVE
COST COST [Rs.]
ANNUAL COST ANNUAL COST
[Rs.]
ITEMITEM COST %COST %ITEM %ITEM %
70 %70 %
20 %20 %
10 %10 %
10 %10 %
20 %20 %
70 %70 %
ABC
A
N
A
L
Y
S
I
S
WORK
SHEET
Low safety stocks
Managed by top management
‘B’ ITEM
Intermediate,
Must have:
Moderate control
Purchase based on rigid requirements
Reasonably strict watch & control
Moderate safety stocks
Managed by middle level management
‘C’ ITEMS
Larger in number, but consume lesser amount of resources
Must have:
Ordinary control measures
Purchase based on usage estimates
High safety stocks
ABC analysis does not stress on items those are less costly but may be vital 20000050020
19950050019
19900050018
19850050017
19800050016
19750050015
19700050014
19650050013
196000150012
194500150011
193000175010
19125027509
18850040008
18450045007
18000050006
17500075005
16750075004
160000200003
140000500002
90000900001
CUMMULATIVE CUMMULATIVE
COST COST [Rs.]
ANNUAL COST ANNUAL COST
[Rs.]
ITEMITEM COST %COST %ITEM %ITEM %
70 %70 %
20 %20 %
10 %10 %
10 %10 %
20 %20 %
70 %70 %
ABC
A
N
A
L
Y
S
I
S
WORK
SHEET
10
VED ANALYSIS
Based on critical value & shortage cost of an item
It is a subjective analysis. Items are classified into:
Vital: Shortage cannot be tolerated.
Essential: Shortage can be tolerated for a short period.
Desirable: Shortage will not adversely affect, but may be using more resources. These
must be strictly Scrutinized
FSN ANALYSIS
Depending upon movement of an items.
Fast
Fast moving items, requires on regular basis.
Slow
Slow moving items, requires intermittently.
Nonmoving
Items required occasionally.
VED ANALYSIS
Based on critical value & shortage cost of an item
It is a subjective analysis. Items are classified into:
Vital: Shortage cannot be tolerated.
Essential: Shortage can be tolerated for a short period.
Desirable: Shortage will not adversely affect, but may be using more resources. These
must be strictly Scrutinized
FSN ANALYSIS
Depending upon movement of an items.
Fast
Fast moving items, requires on regular basis.
Slow
Slow moving items, requires intermittently.
Nonmoving
Items required occasionally.
11
NEED FOR THE STUDY
Health Industry inventory management is not only required to run Hospital smoothly, but
also to be efficient at the time of saving patient’s life in emergencies.
Inventories are the lifeblood of a business and are essential to running it efficiently and
profitably. When doing Healthcare business, customers or hospital often will not tolerate
product unavailability or delays in delivery. In some cases, a shortage may be only a
small inconvenience (such as shortage of nursing material), while sometimes it may
cause a severe problem (such as interrupting operative procedures or emergency drug
needed in casualty or emergency dept). On some occasions, sporadic shortages can be
expected, but frequent shortages may ultimately erode a Hospital’s reputation and reduce
their market share. There is the danger of the drugs not being utilized before the date of
expiry, of pilferage, of the stock lost some sight and not being utilized, better and cheaper
substitute available.
Inversely, overabundant, slow-moving inventories can place a serious strain on a
Hospital’s available capital and a large stock will also imply a large storing space and
will require a staff to store and handle various items. But the disadvantage is that huge
stock amounts to the locking up of the money which would have been spend more
gainfully in some other ways the company’s ability to take advantage of financial
opportunities.
NEED FOR THE STUDY
Health Industry inventory management is not only required to run Hospital smoothly, but
also to be efficient at the time of saving patient’s life in emergencies.
Inventories are the lifeblood of a business and are essential to running it efficiently and
profitably. When doing Healthcare business, customers or hospital often will not tolerate
product unavailability or delays in delivery. In some cases, a shortage may be only a
small inconvenience (such as shortage of nursing material), while sometimes it may
cause a severe problem (such as interrupting operative procedures or emergency drug
needed in casualty or emergency dept). On some occasions, sporadic shortages can be
expected, but frequent shortages may ultimately erode a Hospital’s reputation and reduce
their market share. There is the danger of the drugs not being utilized before the date of
expiry, of pilferage, of the stock lost some sight and not being utilized, better and cheaper
substitute available.
Inversely, overabundant, slow-moving inventories can place a serious strain on a
Hospital’s available capital and a large stock will also imply a large storing space and
will require a staff to store and handle various items. But the disadvantage is that huge
stock amounts to the locking up of the money which would have been spend more
gainfully in some other ways the company’s ability to take advantage of financial
opportunities.
12
Hospital Inventory Management: 4 of the Biggest Challenges
Tracking materials and supplies in any industry can be a challenge. But it’s especially
complicated in health care, where inventory needs constantly fluctuate, inventory must be
closely guarded and detailed tracking is required.
Below are four of the biggest hospital inventory management issues. These issues not
only face hospitals, but other health care facilities as well.
1. Complex Patient Needs
Hospital inventory needs aren’t as cut and dry as, say, a hardware store. It’s rarely one-
size-fits all, and you can’t settle for the closest match. Patient needs are complicated and
very specific. That means hospitals must manage a universe of inventory and keep it
orderly enough to effectively assist each patient.
2. Volatile Demand
Fluctuations in inventory are natural. In a hospital setting, they are even more
pronounced. Contagious illnesses come and go, or any given day could see more of a
need for emergency response. For that reason, hospitals often find themselves facing
unexpected shortages in supplies, or a chaotic situation could prevent them from locating
limited supplies on short notice.
3. Temperature-and Age-sensitive Items
Certain medicines and chemicals have a limited shelf life. Others are prone to damage
during changes in temperature. As a result, medical facilities face the challenge of
protecting sensitive inventory and ensuring items are used in the right order to prevent
expiration. Disorganized facilities can waste a lot of resources if they don’t properly track
inventory.
4. Security
Security has long been an issue with hospital inventories. Drugs and chemicals can be
stolen, or sensitive items can be tampered with. Both issues can pose significant safety
and legal liabilities for a hospital.
Hospital Inventory Management: 4 of the Biggest Challenges
Tracking materials and supplies in any industry can be a challenge. But it’s especially
complicated in health care, where inventory needs constantly fluctuate, inventory must be
closely guarded and detailed tracking is required.
Below are four of the biggest hospital inventory management issues. These issues not
only face hospitals, but other health care facilities as well.
1. Complex Patient Needs
Hospital inventory needs aren’t as cut and dry as, say, a hardware store. It’s rarely one-
size-fits all, and you can’t settle for the closest match. Patient needs are complicated and
very specific. That means hospitals must manage a universe of inventory and keep it
orderly enough to effectively assist each patient.
2. Volatile Demand
Fluctuations in inventory are natural. In a hospital setting, they are even more
pronounced. Contagious illnesses come and go, or any given day could see more of a
need for emergency response. For that reason, hospitals often find themselves facing
unexpected shortages in supplies, or a chaotic situation could prevent them from locating
limited supplies on short notice.
3. Temperature-and Age-sensitive Items
Certain medicines and chemicals have a limited shelf life. Others are prone to damage
during changes in temperature. As a result, medical facilities face the challenge of
protecting sensitive inventory and ensuring items are used in the right order to prevent
expiration. Disorganized facilities can waste a lot of resources if they don’t properly track
inventory.
4. Security
Security has long been an issue with hospital inventories. Drugs and chemicals can be
stolen, or sensitive items can be tampered with. Both issues can pose significant safety
and legal liabilities for a hospital.
13
OBJECTIVES OF THE PROJECT
The objectives of the study are:
To study inventory management of the multispeciality corporate hospital
To study different inventory control techniques
To use these techniques for control of consumable inventory
To categorize inventory according to ABC analysis
To categorize inventory according to VED analysis
To study the movement of items in Hospital Inventory stock
To find out solutions for reducing inventory carrying cost
To study and suggest solutions to avoid inconvenience due to unavailability of
inventory in patient care.
OBJECTIVES OF THE PROJECT
The objectives of the study are:
To study inventory management of the multispeciality corporate hospital
To study different inventory control techniques
To use these techniques for control of consumable inventory
To categorize inventory according to ABC analysis
To categorize inventory according to VED analysis
To study the movement of items in Hospital Inventory stock
To find out solutions for reducing inventory carrying cost
To study and suggest solutions to avoid inconvenience due to unavailability of
inventory in patient care.
14
Chapter 2
REVIEW OF LITERATURE
Chapter 2
REVIEW OF LITERATURE
15
On the way of preparing project, literature of various authors, project studies of many
students, paper published in various magazines, informational columns by various
Management Gurus were studied.
For production Industry Inventory Management is proved as area of interest for every
Manager. But for Service Industry its use questionable, as product of Service Industry –
service offered to customer is cannot be measured, and its quantity & quality is not same
every time. It is also very difficult to calculate the inventory required for production of
particular service.
Specially in Health Industry inventory management is not only required to run Hospital
smoothly, but also to be efficient at the time of saving patient’s life in emergencies.
Some of literature studied which explain how useful the inventory management for
Hospital Industry. Here it has been included some of the literature that study different
aspect of inventory management that may helpful for managers in Health Industry.
Duangpun Kritchanchai et. al. states that, Single inventory policy has been applied to
entire types of drugs in hospitals, despite several different drug and demand
characteristics. Shortages regularly occur, which may affect patients’ lives.
However, hospitals cannot store a large amount of every drug because of limited space
and budget. The objective of this study was to develop a hospital inventory management
system to minimize the total inventory costs, while maintaining patient safety levels.
The study is concerned only with the medicines that have a high consumption value and
took place in a large public hospital in Thailand. The most suitable policies are proposed
for each drug category with the best performance obtained. The historical demand is
classified by drug characteristics, consumption value and clinical importance, as well as
the demand characteristics.
The study found that a single inventory management system cannot be effectively
applied for all medicines. It is because there are also categories of medicines
characterized by their value and clinical importance. This is called the ABC/VEN
classification. The inventory management in hospitals should be fitted to drug categories
On the way of preparing project, literature of various authors, project studies of many
students, paper published in various magazines, informational columns by various
Management Gurus were studied.
For production Industry Inventory Management is proved as area of interest for every
Manager. But for Service Industry its use questionable, as product of Service Industry –
service offered to customer is cannot be measured, and its quantity & quality is not same
every time. It is also very difficult to calculate the inventory required for production of
particular service.
Specially in Health Industry inventory management is not only required to run Hospital
smoothly, but also to be efficient at the time of saving patient’s life in emergencies.
Some of literature studied which explain how useful the inventory management for
Hospital Industry. Here it has been included some of the literature that study different
aspect of inventory management that may helpful for managers in Health Industry.
Duangpun Kritchanchai et. al. states that, Single inventory policy has been applied to
entire types of drugs in hospitals, despite several different drug and demand
characteristics. Shortages regularly occur, which may affect patients’ lives.
However, hospitals cannot store a large amount of every drug because of limited space
and budget. The objective of this study was to develop a hospital inventory management
system to minimize the total inventory costs, while maintaining patient safety levels.
The study is concerned only with the medicines that have a high consumption value and
took place in a large public hospital in Thailand. The most suitable policies are proposed
for each drug category with the best performance obtained. The historical demand is
classified by drug characteristics, consumption value and clinical importance, as well as
the demand characteristics.
The study found that a single inventory management system cannot be effectively
applied for all medicines. It is because there are also categories of medicines
characterized by their value and clinical importance. This is called the ABC/VEN
classification. The inventory management in hospitals should be fitted to drug categories
16
and demand characteristics, which are quite unique in the healthcare supply chain and are
different from those applied to general manufacturing.
Galarneau et. al. explained using a model of Clinical Events to Determine Supply
Requirements for Marine Corps Shock Surgical Team/Triage (SST) and Acute Care
Ward Units.
Moving toward a concept of medical organization that achieves the objectives of Marine
Corps guidance such as Operation Maneuver from the Sea brings particular challenges
when examining forward medical treatment facilities. These units must be small enough
to perform abbreviated, staged resuscitative procedures in forward areas to accommodate
today's operational requirements for greater mobility. The primary objective of this paper
was to reduce the logistic footprint of the Shock Surgical Team/Triage (SST) and Acute
Care Ward units by developing a model of the far forward medical supply stream that
linked specific clinical requirements to individual medical treatment items. One hundred
twenty five clinical
Subject Matter Experts (smes) with operational experience assisted in the development of
Marine Corps specific treatment profiles for 319 DEPMEDS Patient Conditions (pcs).
Medical consumables and equipment were then assigned to each of the SST and Ward
care tasks identified in the profiles, establishing the clinical requirement for each item. A
patient generating model (PATGEN) was used to determine which pcs would present at
an SST or require Ward care. This information was loaded into the model and used to
generate the medical items required for the SST and Ward care blocks. When compared
to the current Marine Corps SST and Ward care blocks, the proposed amals resulted in
weight reductions of 31.9% and 26.4% for the SST equipment and consumable amals,
respectively and 11.2% and 20.7% for the Ward equipment and consumable amals,
respectively. Similar reductions were also realized in cubic volume. This approach, which
also resulted in an increase in clinical capability, produced an audit trail for each item that
allows medical logisticians to substantially improve the AMAL configurations because
only items that can be Clinically related to a treatment task conducted in theater are
considered for inclusion.
and demand characteristics, which are quite unique in the healthcare supply chain and are
different from those applied to general manufacturing.
Galarneau et. al. explained using a model of Clinical Events to Determine Supply
Requirements for Marine Corps Shock Surgical Team/Triage (SST) and Acute Care
Ward Units.
Moving toward a concept of medical organization that achieves the objectives of Marine
Corps guidance such as Operation Maneuver from the Sea brings particular challenges
when examining forward medical treatment facilities. These units must be small enough
to perform abbreviated, staged resuscitative procedures in forward areas to accommodate
today's operational requirements for greater mobility. The primary objective of this paper
was to reduce the logistic footprint of the Shock Surgical Team/Triage (SST) and Acute
Care Ward units by developing a model of the far forward medical supply stream that
linked specific clinical requirements to individual medical treatment items. One hundred
twenty five clinical
Subject Matter Experts (smes) with operational experience assisted in the development of
Marine Corps specific treatment profiles for 319 DEPMEDS Patient Conditions (pcs).
Medical consumables and equipment were then assigned to each of the SST and Ward
care tasks identified in the profiles, establishing the clinical requirement for each item. A
patient generating model (PATGEN) was used to determine which pcs would present at
an SST or require Ward care. This information was loaded into the model and used to
generate the medical items required for the SST and Ward care blocks. When compared
to the current Marine Corps SST and Ward care blocks, the proposed amals resulted in
weight reductions of 31.9% and 26.4% for the SST equipment and consumable amals,
respectively and 11.2% and 20.7% for the Ward equipment and consumable amals,
respectively. Similar reductions were also realized in cubic volume. This approach, which
also resulted in an increase in clinical capability, produced an audit trail for each item that
allows medical logisticians to substantially improve the AMAL configurations because
only items that can be Clinically related to a treatment task conducted in theater are
considered for inclusion.
17
Specially in healthcare industry where unavailability of some vital drug or equipment
may results in serious losses or death of patient, as a manager we cannot wait to till stock
out to reorder the inventory. Manager has to Replenish the inventory according to use.
Graves et. al., studied SAS Inventory Replenishment Planning uses historical demand
data to determine inventory replenishment policies for single location or two-echelon
distribution systems.
In addition to the demand data, it uses the cost of replenishment, the cost of holding
inventory, the cost of backordering (stock outs), and target service levels to drive the
policy identification. These inventory replenishment policies perform better than the
standard EOQ (economic order quantity) policies that do not account for variation in
customer demand and replenishment order lead times.
Impact of Inventory
In most industries, inventory is the foundation of conducting business. Consider the
manufacturing industry, where it is necessary to coordinate both inventory-producing and
inventory-consuming activities. There are inventories for multiple processing stages at
multiple locations in the course of turning raw materials into components, producing
spare parts, and ultimately creating finished goods.
In the retail industry, companies maintain large volumes of different items at various
locations. They must monitor quantities, estimate usage, and place orders for
replenishment. Slow-moving items are discontinued, while new items are introduced.
In the service industry, inventories are critical in providing the services that customers
require. For instance, where would the hospital industry be without adequate supplies of
surgical instruments and medicines? And how would a major package delivery company
function without an inventory of trucks and spare parts?
Inventories are the lifeblood of a business and are essential to running it efficiently and
profitably. When doing business with a company, customers often will not tolerate
product unavailability or delays in delivery. In some cases, a shortage may be only a
small inconvenience (such as selecting a different video at the rental store), while
sometimes it may cause a severe problem (such as interrupting production-line activity at
Specially in healthcare industry where unavailability of some vital drug or equipment
may results in serious losses or death of patient, as a manager we cannot wait to till stock
out to reorder the inventory. Manager has to Replenish the inventory according to use.
Graves et. al., studied SAS Inventory Replenishment Planning uses historical demand
data to determine inventory replenishment policies for single location or two-echelon
distribution systems.
In addition to the demand data, it uses the cost of replenishment, the cost of holding
inventory, the cost of backordering (stock outs), and target service levels to drive the
policy identification. These inventory replenishment policies perform better than the
standard EOQ (economic order quantity) policies that do not account for variation in
customer demand and replenishment order lead times.
Impact of Inventory
In most industries, inventory is the foundation of conducting business. Consider the
manufacturing industry, where it is necessary to coordinate both inventory-producing and
inventory-consuming activities. There are inventories for multiple processing stages at
multiple locations in the course of turning raw materials into components, producing
spare parts, and ultimately creating finished goods.
In the retail industry, companies maintain large volumes of different items at various
locations. They must monitor quantities, estimate usage, and place orders for
replenishment. Slow-moving items are discontinued, while new items are introduced.
In the service industry, inventories are critical in providing the services that customers
require. For instance, where would the hospital industry be without adequate supplies of
surgical instruments and medicines? And how would a major package delivery company
function without an inventory of trucks and spare parts?
Inventories are the lifeblood of a business and are essential to running it efficiently and
profitably. When doing business with a company, customers often will not tolerate
product unavailability or delays in delivery. In some cases, a shortage may be only a
small inconvenience (such as selecting a different video at the rental store), while
sometimes it may cause a severe problem (such as interrupting production-line activity at
18
a computer manufacturer). On some occasions, sporadic shortages can be expected, but
frequent shortages may ultimately erode a company’s reputation and reduce their market
share.
Inversely, overabundant, slow-moving inventories can place a serious strain on a
company’s available capital and the company’s ability to take advantage of financial
opportunities.
Frequent shortages or excessive inventories are telltale signs of a company headed in the
wrong direction. Zipkin (2000) notes that “we have understood for some time, at least in
principle, that sound, careful inventory management is critical to a firm’s strategic
viability.”
The scope of inventory-dependent operations is tremendous. In March 2002, U.S.
businesses alone maintained about $1.117 trillion worth of inventories, or roughly 1.38
times their total monthly sales. Thus, effective management of inventory can have a big
impact on profitability. Recently, much success has come to retailers that focus their
operations on keeping their inventories lean. Less has become more, and intelligent
inventory replenishment planning is a major key toward realizing that goal. In order to
compete effectively in today’s business world, it is imperative that adequate inventories
are maintained efficiently.
Function of Inventory
Zipkin(2000)states that “most of the important functions of inventories can be understood
in terms of the various types of mismatches that arise between supply and demand
processes.” Typically, these processes cannot be matched perfectly—as a result,
inventory acts as the buffer between them to reduce the effect of their incompatibilities.
As expected, conflicts often arise. The most common of these is a shortage — the failure
to meet demand when it occurs. Thus, one primary function of inventory is to prevent or
limit shortages. Consider some of the characteristics of supply and demand processes that
Zipkin (2000) suggests can contribute to this inherent incongruity:
Supply
• economies of scale (production and delivery)
• capacity limits (production and delivery)
a computer manufacturer). On some occasions, sporadic shortages can be expected, but
frequent shortages may ultimately erode a company’s reputation and reduce their market
share.
Inversely, overabundant, slow-moving inventories can place a serious strain on a
company’s available capital and the company’s ability to take advantage of financial
opportunities.
Frequent shortages or excessive inventories are telltale signs of a company headed in the
wrong direction. Zipkin (2000) notes that “we have understood for some time, at least in
principle, that sound, careful inventory management is critical to a firm’s strategic
viability.”
The scope of inventory-dependent operations is tremendous. In March 2002, U.S.
businesses alone maintained about $1.117 trillion worth of inventories, or roughly 1.38
times their total monthly sales. Thus, effective management of inventory can have a big
impact on profitability. Recently, much success has come to retailers that focus their
operations on keeping their inventories lean. Less has become more, and intelligent
inventory replenishment planning is a major key toward realizing that goal. In order to
compete effectively in today’s business world, it is imperative that adequate inventories
are maintained efficiently.
Function of Inventory
Zipkin(2000)states that “most of the important functions of inventories can be understood
in terms of the various types of mismatches that arise between supply and demand
processes.” Typically, these processes cannot be matched perfectly—as a result,
inventory acts as the buffer between them to reduce the effect of their incompatibilities.
As expected, conflicts often arise. The most common of these is a shortage — the failure
to meet demand when it occurs. Thus, one primary function of inventory is to prevent or
limit shortages. Consider some of the characteristics of supply and demand processes that
Zipkin (2000) suggests can contribute to this inherent incongruity:
Supply
• economies of scale (production and delivery)
• capacity limits (production and delivery)
19
• delays in replenishment (order lead time)
Demand
• steady or intermittent demand
• variations in demand over time (trend, seasonality)
• unpredictable demand variations (random)
Each of these factors can contribute to uncertainty. When dealing with uncertainty, the
traditional objective of inventory control models is to minimize expected costs.
Consider some of the costs associated with most inventory control systems.
Inventory-Related Costs
#replenishment cost (or fixed ordering cost)
– cost of processing orders
– cost is independent of replenishment quantity
# inventory holding cost
– opportunity cost of capital invested in inventory
– warehousing cost
– handling and counting costs
– other costs such as insurance and taxes
# stock out cost
– cost of backordering
– penalty cost for lost sales
When ordering, holding, and stock out costs are all known, SAS Inventory
Replenishment Planning can be used to calculate optimal inventory replenishment
policies. However, estimating stock out costs can be difficult, so a service level
requirement is often substituted. In this case, a heuristic algorithm can be used to
calculate nearly optimal policies, subject to requirements based on a choice of several
different service measures.
Zipkin (2000) states that “the distinction between predictable (deterministic) and
unpredictable (or stochastic) processes is perhaps the single most significant dividing line
between different [inventory] systems.” SAS Inventory Replenishment Planning takes
• delays in replenishment (order lead time)
Demand
• steady or intermittent demand
• variations in demand over time (trend, seasonality)
• unpredictable demand variations (random)
Each of these factors can contribute to uncertainty. When dealing with uncertainty, the
traditional objective of inventory control models is to minimize expected costs.
Consider some of the costs associated with most inventory control systems.
Inventory-Related Costs
#replenishment cost (or fixed ordering cost)
– cost of processing orders
– cost is independent of replenishment quantity
# inventory holding cost
– opportunity cost of capital invested in inventory
– warehousing cost
– handling and counting costs
– other costs such as insurance and taxes
# stock out cost
– cost of backordering
– penalty cost for lost sales
When ordering, holding, and stock out costs are all known, SAS Inventory
Replenishment Planning can be used to calculate optimal inventory replenishment
policies. However, estimating stock out costs can be difficult, so a service level
requirement is often substituted. In this case, a heuristic algorithm can be used to
calculate nearly optimal policies, subject to requirements based on a choice of several
different service measures.
Zipkin (2000) states that “the distinction between predictable (deterministic) and
unpredictable (or stochastic) processes is perhaps the single most significant dividing line
between different [inventory] systems.” SAS Inventory Replenishment Planning takes
20
into account this unpredictability (uncertainty) when calculating inventory replenishment
policies for use in inventory management.
Summary of Functionality
SAS Inventory Replenishment Planning provides essential aid to decision making in
inventory management by answering two fundamental questions:
• When should orders be placed to restock inventory?
• How much should be ordered?
The IRP procedure in SAS Inventory Replenishment Planning provides the ability to
transform raw demand transaction data and order lead time estimates into rules for
managing product inventory levels. Using estimates of review-time demand and
replenishment order lead time along with the associated inventory costs for ordering,
holding, and stock outs, the IRP procedure calculates optimal (s, S) or (s,nq) policies.
If the stock out penalty cost is unknown, one of several service measures can be
substituted and the IRP procedure can calculate nearly optimal (s, S) or (s,nq) policies. In
both cases, PROC IRP provides an estimate of service measures for the purpose of
evaluating projected policy performance.
Some time manager may not able to predict exact requirement of different departments of
hospital or unexpected rise in demand in cases like epidemics, emergencies or mass
casualties or disasters etc. There is need of efficient supply chain to manage Emergency
Demand of inventories.
In Journal of Supply Chain Management in September 1993, publish topic,
Hospital Inventory Management for Emergency Demand
Inventory management is receiving increased emphasis in a variety of organizations. One
important area is inventory that is subject to emergency demand situations. A hospital
materials manager, for example, must establish efficient inventory system policies for
normal operating conditions that also ensure the hospital's ability to meet emergency
demand conditions.
into account this unpredictability (uncertainty) when calculating inventory replenishment
policies for use in inventory management.
Summary of Functionality
SAS Inventory Replenishment Planning provides essential aid to decision making in
inventory management by answering two fundamental questions:
• When should orders be placed to restock inventory?
• How much should be ordered?
The IRP procedure in SAS Inventory Replenishment Planning provides the ability to
transform raw demand transaction data and order lead time estimates into rules for
managing product inventory levels. Using estimates of review-time demand and
replenishment order lead time along with the associated inventory costs for ordering,
holding, and stock outs, the IRP procedure calculates optimal (s, S) or (s,nq) policies.
If the stock out penalty cost is unknown, one of several service measures can be
substituted and the IRP procedure can calculate nearly optimal (s, S) or (s,nq) policies. In
both cases, PROC IRP provides an estimate of service measures for the purpose of
evaluating projected policy performance.
Some time manager may not able to predict exact requirement of different departments of
hospital or unexpected rise in demand in cases like epidemics, emergencies or mass
casualties or disasters etc. There is need of efficient supply chain to manage Emergency
Demand of inventories.
In Journal of Supply Chain Management in September 1993, publish topic,
Hospital Inventory Management for Emergency Demand
Inventory management is receiving increased emphasis in a variety of organizations. One
important area is inventory that is subject to emergency demand situations. A hospital
materials manager, for example, must establish efficient inventory system policies for
normal operating conditions that also ensure the hospital's ability to meet emergency
demand conditions.
21
A simulation model of a hospital inventory system was developed to determine the
relative significance of several common inventory system variations on a hospital's
ability to operate successfully under normal and emergency demand conditions. Results
of the simulation reveal that review frequency plays a major role in the success of
operations under shock demand conditions. The simulation also suggests that
generalizing from the results of an inventory system under normal conditions to expected
results under shock conditions is inappropriate. Several common assumptions flowing
from these generalizations were challenged by the results of the study.
This supply chain management results in timely procurement of inventory. The study by
Agbugbla et. al. explain The Effect of Procurement Lead Time on Healthcare Delivery.
The study has been carried out at the Koforidua Regional Hospital
This has been a study to assess the effect of procurement lead time on healthcare delivery
at the Koforidua Regional Hospital. This study found that the main source of medical
supply at the hospital is the central medical stores of MOH even though the hospital
relies on other sources such as vendors and selected local/foreign manufacturing
companies. It was also found that the number of inventory turns per year at the hospital
was over 10 times and that the average procurement lead time for drugs and laboratory
supplies at the hospital is within four (4) weeks. Also it was found that the factors
affecting average procurement lead time are effective need identification leading to
prompt reordering of medical and laboratory supplies; adequate and timely release of
funds to the procurement unit; adequate knowledge of Ghana’s Procurement Act;
motivating staff and seeking top management support and effective supplier selection. It
was additionally found that the procurement lead time has a positive impact on the
performance of the hospital’s staff as well as the overall performance of the hospital.
Shorter the Lead Time more efficient the supplier chain. Managers in order to reduce lead
time incorporate different tools. The article published in Journal for Healthcare Quality
32(1):59-66 · January 2010 on topic Lead-Time Reduction Utilizing Lean Tools Applied
to Healthcare: The Inpatient Pharmacy at a Local Hospital goes on to explain…
A simulation model of a hospital inventory system was developed to determine the
relative significance of several common inventory system variations on a hospital's
ability to operate successfully under normal and emergency demand conditions. Results
of the simulation reveal that review frequency plays a major role in the success of
operations under shock demand conditions. The simulation also suggests that
generalizing from the results of an inventory system under normal conditions to expected
results under shock conditions is inappropriate. Several common assumptions flowing
from these generalizations were challenged by the results of the study.
This supply chain management results in timely procurement of inventory. The study by
Agbugbla et. al. explain The Effect of Procurement Lead Time on Healthcare Delivery.
The study has been carried out at the Koforidua Regional Hospital
This has been a study to assess the effect of procurement lead time on healthcare delivery
at the Koforidua Regional Hospital. This study found that the main source of medical
supply at the hospital is the central medical stores of MOH even though the hospital
relies on other sources such as vendors and selected local/foreign manufacturing
companies. It was also found that the number of inventory turns per year at the hospital
was over 10 times and that the average procurement lead time for drugs and laboratory
supplies at the hospital is within four (4) weeks. Also it was found that the factors
affecting average procurement lead time are effective need identification leading to
prompt reordering of medical and laboratory supplies; adequate and timely release of
funds to the procurement unit; adequate knowledge of Ghana’s Procurement Act;
motivating staff and seeking top management support and effective supplier selection. It
was additionally found that the procurement lead time has a positive impact on the
performance of the hospital’s staff as well as the overall performance of the hospital.
Shorter the Lead Time more efficient the supplier chain. Managers in order to reduce lead
time incorporate different tools. The article published in Journal for Healthcare Quality
32(1):59-66 · January 2010 on topic Lead-Time Reduction Utilizing Lean Tools Applied
to Healthcare: The Inpatient Pharmacy at a Local Hospital goes on to explain…
22
The healthcare arena, much like the manufacturing industry, benefits from many aspects
of the Toyota lean principles. Lean thinking contributes to reducing or eliminating non
value-added time, money, and energy in healthcare. In this paper, we apply selected
principles of lean management aiming at reducing the wasted time associated with drug
dispensing at an inpatient pharmacy at a local hospital. Thorough investigation of the
drug dispensing process revealed unnecessary complexities that contribute to delays in
delivering medications to patients. We utilize DMAIC (Define, Measure, Analyze,
Improve, Control) and 5S (Sort, Set-in-order, Shine, Standardize, Sustain) principles to
identify and reduce wastes that contribute to increasing the lead-time in healthcare
operations at the Pharmacy understudy. The results obtained from the study revealed
potential savings of > 45% in the drug dispensing cycle time.
There is another project carried out in Nairobi, Kenya by Gabriel P. Tarty
This study establishes the factors that influence lead time and the impact logistics
management have on lead time in public healthcare in Nairobi, Kenya. The researcher
makes use of questionnaires to collect the primary data. The questionnaires consisted of
two parts. The first part contained bio data of the respondent and the second part
contained questions on the objectives of the study. Closed ended questions were used to
collect the data. The questionnaire was administered through drop and pick later method.
The respondents mainly constituted procurement officers and in some cases
administrators who implemented procurement functions.
The data was analyzed by the use of factor, regression and descriptive statistics.
The analysis indicated that logistics management is influence by 10 factors that impact on
lead time among healthcare facilities in Nairobi. They included: Equipment failures; poor
warehouse management; poor flow of information; poor order shipping, poor order
listing; poor order sorting; ordering costs; bureaucracy in government; order packaging
challenges and poor warehouse planning.
The analysis also revealed that the regression results indicated that the independent
variables;
Demand variability, ordering costs, shortage costs, Changes in holding costs and
Utilization rate explain 64.9% of the variance in lead time changes. This is an indication
The healthcare arena, much like the manufacturing industry, benefits from many aspects
of the Toyota lean principles. Lean thinking contributes to reducing or eliminating non
value-added time, money, and energy in healthcare. In this paper, we apply selected
principles of lean management aiming at reducing the wasted time associated with drug
dispensing at an inpatient pharmacy at a local hospital. Thorough investigation of the
drug dispensing process revealed unnecessary complexities that contribute to delays in
delivering medications to patients. We utilize DMAIC (Define, Measure, Analyze,
Improve, Control) and 5S (Sort, Set-in-order, Shine, Standardize, Sustain) principles to
identify and reduce wastes that contribute to increasing the lead-time in healthcare
operations at the Pharmacy understudy. The results obtained from the study revealed
potential savings of > 45% in the drug dispensing cycle time.
There is another project carried out in Nairobi, Kenya by Gabriel P. Tarty
This study establishes the factors that influence lead time and the impact logistics
management have on lead time in public healthcare in Nairobi, Kenya. The researcher
makes use of questionnaires to collect the primary data. The questionnaires consisted of
two parts. The first part contained bio data of the respondent and the second part
contained questions on the objectives of the study. Closed ended questions were used to
collect the data. The questionnaire was administered through drop and pick later method.
The respondents mainly constituted procurement officers and in some cases
administrators who implemented procurement functions.
The data was analyzed by the use of factor, regression and descriptive statistics.
The analysis indicated that logistics management is influence by 10 factors that impact on
lead time among healthcare facilities in Nairobi. They included: Equipment failures; poor
warehouse management; poor flow of information; poor order shipping, poor order
listing; poor order sorting; ordering costs; bureaucracy in government; order packaging
challenges and poor warehouse planning.
The analysis also revealed that the regression results indicated that the independent
variables;
Demand variability, ordering costs, shortage costs, Changes in holding costs and
Utilization rate explain 64.9% of the variance in lead time changes. This is an indication
23
that 38.1% of the variance is explained by other variables outside the ones mentioned
above.
The coefficient for xl is 0.456 which have moderate direct relationship between demand
variability and lead time. The coefficient for ordering costs is 0.671 which is a strong
direct relationship hence very significant. The coefficient for shortage costs is -0.500
which is a moderate inverse relationship between lead time and shortage costs. It
significance tend towards zero thus a sign that it is very important. Changes in holding
costs have a strong inverse relationship of -0.697 and a significance of zero which is an
indication of very high significance. Utilization rate has a weak direct relationship and a
significance value of 0.26 which is a weak factor.
The factors and Variables which show strong relationships to demand variability and lead
time can be taken seriously in reducing lead time in public healthcare. Healthcare
providers in Nairobi, Kenya can place more emphasis in these areas so that patients and
others medical facilities users can be served effectively and efficiently.
Mr. Jinglin Li in his thesis studied JIT innovations and sates that;
Reducing costs and improving quality are two of the most important goals in managing
healthcare operations. In this study, we explore how to improve healthcare operations by
integrating Just-in-Time (JIT) management system. He first introduce the JIT
management system, and then discuss how it can generate benefits in healthcare
operations. We investigate implications for healthcare practice, which include how JIT
techniques can be applied to healthcare operations, how hospitals and general practices
can use JIT techniques, how JIT can help the patient throughput rate, and how
technological advances can speed up healthcare processes. Implications for management
and directions for future research are discussed.
Holter Monitoring Systems:
The Holter Monitoring System is a small device that features Software that is designed to
be easy to use and informative without being invasive. It uses a recorder to detect
abnormalities in a patient’s heart rhythm over a long period of time. They are
comfortable for the patient to wear, and lightweight and compact.
that 38.1% of the variance is explained by other variables outside the ones mentioned
above.
The coefficient for xl is 0.456 which have moderate direct relationship between demand
variability and lead time. The coefficient for ordering costs is 0.671 which is a strong
direct relationship hence very significant. The coefficient for shortage costs is -0.500
which is a moderate inverse relationship between lead time and shortage costs. It
significance tend towards zero thus a sign that it is very important. Changes in holding
costs have a strong inverse relationship of -0.697 and a significance of zero which is an
indication of very high significance. Utilization rate has a weak direct relationship and a
significance value of 0.26 which is a weak factor.
The factors and Variables which show strong relationships to demand variability and lead
time can be taken seriously in reducing lead time in public healthcare. Healthcare
providers in Nairobi, Kenya can place more emphasis in these areas so that patients and
others medical facilities users can be served effectively and efficiently.
Mr. Jinglin Li in his thesis studied JIT innovations and sates that;
Reducing costs and improving quality are two of the most important goals in managing
healthcare operations. In this study, we explore how to improve healthcare operations by
integrating Just-in-Time (JIT) management system. He first introduce the JIT
management system, and then discuss how it can generate benefits in healthcare
operations. We investigate implications for healthcare practice, which include how JIT
techniques can be applied to healthcare operations, how hospitals and general practices
can use JIT techniques, how JIT can help the patient throughput rate, and how
technological advances can speed up healthcare processes. Implications for management
and directions for future research are discussed.
Holter Monitoring Systems:
The Holter Monitoring System is a small device that features Software that is designed to
be easy to use and informative without being invasive. It uses a recorder to detect
abnormalities in a patient’s heart rhythm over a long period of time. They are
comfortable for the patient to wear, and lightweight and compact.
24
Stylet for Endotracheal Intubation:
The new Glide Scope is a reusable stylet that allows for easy intubations in surgeries and
the ER. Since it is made from stainless steel, it can be cleaned and sterilized just as other
surgical instruments. This decreases the inventory of stylets that are needed in a hospital.
It also is rigid and shaped to the trachea, allowing for doctors to not waste time manually
shaping a stylet.
Asset Tracking System:
The Homer asset tracking system is a new technological system with a single, mobile
antenna that uses radio frequency identification to locate and recover hospital equipment.
This device does not need a large space for major infrastructure, and can be seamlessly
integrated with minimal installation.
Pneumatic Patient Positioners:
These positioners help hospitals and surgery centers to save time and resources. It is
designed to be placed under the patient and inflated in order to help support some of the
weight of the patient so that they can be slid from the hospital bed onto the surgical table.
OR Integration System:
An Integrated system that manages electronic images and patient data during surgery. It
offers a live transmission of images and video recording.
This allows security for both the patient and the doctor. This system can also help to see
bottlenecks and inefficiencies in the system.
Portable Vital Signs Monitor:
Portable monitors check patient’s vital signs and help to decrease the amount of
inventory required. Due to this monitor, health care organizations no longer needs to have
large, very expensive machines, which are moved from room to room. The new
technology has brought portability and efficiency to the healthcare facilities.
Stylet for Endotracheal Intubation:
The new Glide Scope is a reusable stylet that allows for easy intubations in surgeries and
the ER. Since it is made from stainless steel, it can be cleaned and sterilized just as other
surgical instruments. This decreases the inventory of stylets that are needed in a hospital.
It also is rigid and shaped to the trachea, allowing for doctors to not waste time manually
shaping a stylet.
Asset Tracking System:
The Homer asset tracking system is a new technological system with a single, mobile
antenna that uses radio frequency identification to locate and recover hospital equipment.
This device does not need a large space for major infrastructure, and can be seamlessly
integrated with minimal installation.
Pneumatic Patient Positioners:
These positioners help hospitals and surgery centers to save time and resources. It is
designed to be placed under the patient and inflated in order to help support some of the
weight of the patient so that they can be slid from the hospital bed onto the surgical table.
OR Integration System:
An Integrated system that manages electronic images and patient data during surgery. It
offers a live transmission of images and video recording.
This allows security for both the patient and the doctor. This system can also help to see
bottlenecks and inefficiencies in the system.
Portable Vital Signs Monitor:
Portable monitors check patient’s vital signs and help to decrease the amount of
inventory required. Due to this monitor, health care organizations no longer needs to have
large, very expensive machines, which are moved from room to room. The new
technology has brought portability and efficiency to the healthcare facilities.
25
Inventory Management System Uses radio frequency identification and networking:
Technologies to track medical inventory. This allows for a much smaller inventory
Because it allows no stealing or loss of product. Each and every unit that is purchased
can be accounted for. This allows for better managing expiration dates on time sensitive
products. Everything is online for the key decision makers to account for.
He conclude that ,While countless academic research focused on JIT in manufacturing
firms are being revealed, we hardly see JIT management research in service sector,
especially in Healthcare operations. Through our study and research in JIT management
in healthcare Operations, we analyze the similarities and differences between
manufacturing sector and Service sector, then we conclude that JIT management is an
appropriate access to improve Healthcare operations, in particular, in effective inventory
management and supply chain management area. As a result, we can ultimately increase
the patient throughput rate. In addition, abundant evidences about current technologies
and leading firms in which implemented JIT management are provided in our research
paper. With the rapid development of technologies, we believe that more and more
hospitals or general practices will apply JIT management to their healthcare operations.
Hospital Inventory Management and How It Works RFID:
Materials Managers are now gradually shifting to a more automatic inventory
management methods, and shying away from manual countings.
. Hospitals and medical institutions are facing great challenges and pressures in terms of
maintaining medical supplies and devices. Previous systems are prone to mistakes and
errors and it is hard to track who got the medical stocks, which and when.
There is always that particular dilemma in terms of regulating the supplies that come in
and out of a stock room.
Hospital inventory management can actually be done conveniently by using methods
such as RFID and stock box for an easy access and inventory control – in real-time.
The hospital inventory lean management provides a dependent and inexpensive approach
to control and track every supply and need by medical doctors, nurses and staff as well.
Efficiency is maximized, therefore, time and effort are channeled to other tasks.
Inventory Management System Uses radio frequency identification and networking:
Technologies to track medical inventory. This allows for a much smaller inventory
Because it allows no stealing or loss of product. Each and every unit that is purchased
can be accounted for. This allows for better managing expiration dates on time sensitive
products. Everything is online for the key decision makers to account for.
He conclude that ,While countless academic research focused on JIT in manufacturing
firms are being revealed, we hardly see JIT management research in service sector,
especially in Healthcare operations. Through our study and research in JIT management
in healthcare Operations, we analyze the similarities and differences between
manufacturing sector and Service sector, then we conclude that JIT management is an
appropriate access to improve Healthcare operations, in particular, in effective inventory
management and supply chain management area. As a result, we can ultimately increase
the patient throughput rate. In addition, abundant evidences about current technologies
and leading firms in which implemented JIT management are provided in our research
paper. With the rapid development of technologies, we believe that more and more
hospitals or general practices will apply JIT management to their healthcare operations.
Hospital Inventory Management and How It Works RFID:
Materials Managers are now gradually shifting to a more automatic inventory
management methods, and shying away from manual countings.
. Hospitals and medical institutions are facing great challenges and pressures in terms of
maintaining medical supplies and devices. Previous systems are prone to mistakes and
errors and it is hard to track who got the medical stocks, which and when.
There is always that particular dilemma in terms of regulating the supplies that come in
and out of a stock room.
Hospital inventory management can actually be done conveniently by using methods
such as RFID and stock box for an easy access and inventory control – in real-time.
The hospital inventory lean management provides a dependent and inexpensive approach
to control and track every supply and need by medical doctors, nurses and staff as well.
Efficiency is maximized, therefore, time and effort are channeled to other tasks.
26
Having an accurate inventory means immediate pulling out of recalled and expired
products; reduction of waste, minimize back stocks and deciding quickly when to
replenish and order bulk supplies.
Hospital inventory management also eliminates time waste and inaccuracies of manual
methods. It can also monitor temperatures 24 hours remotely. Patients are taken care of
better as nurses have more time to spend with them, not with inventory. In addition, the
use of RFID, Stock box and smart cabinets can lead to a more precise, organized and up-
to-date control of inventories. Indeed, the benefits and advantages of this type of
inventory can greatly help material managers for an effective account of relevant supplies
and materials possible.
Therefore, if you are in-charge of inventory management in a particular hospital,
retirement home, or any other medical establishments, you will understand how
significant it is to maintain a precise, perfect and effective technique. The tiniest hitch or
mistake can immediately put things in a mess and this should not happen especially when
the patients are dependent on the medical stocks that your facilities holds. Hence, for this
very reason, an upgrade of your hospital inventory management system can be the best
option to make.
An accurate, simple and convenient to use inventory system is a serious consideration of
any hospital and similar facilities. There will always be a need to track usage and
replenishments from the smaller items such as syringes, masks, gloves and cotton which
are extremely significant. Now, if you are using that type of monitoring which is difficult
and complicated to use, and in some instances very inaccurate, then it is high time for you
to upgrade and try a new innovative inventory procedure.
The hospital inventory management system is the only solution if you want to streamline
a certain inventory procedure which your facilities need. It may be in a laboratory,
surgery room, emergency room or any other possible areas, you will only be requiring a
simple and efficient inventory system. Opt for the one that can really work for you and
see what it can possibly do to your facilities. You will never go wrong using this type of
inventory control.
Having an accurate inventory means immediate pulling out of recalled and expired
products; reduction of waste, minimize back stocks and deciding quickly when to
replenish and order bulk supplies.
Hospital inventory management also eliminates time waste and inaccuracies of manual
methods. It can also monitor temperatures 24 hours remotely. Patients are taken care of
better as nurses have more time to spend with them, not with inventory. In addition, the
use of RFID, Stock box and smart cabinets can lead to a more precise, organized and up-
to-date control of inventories. Indeed, the benefits and advantages of this type of
inventory can greatly help material managers for an effective account of relevant supplies
and materials possible.
Therefore, if you are in-charge of inventory management in a particular hospital,
retirement home, or any other medical establishments, you will understand how
significant it is to maintain a precise, perfect and effective technique. The tiniest hitch or
mistake can immediately put things in a mess and this should not happen especially when
the patients are dependent on the medical stocks that your facilities holds. Hence, for this
very reason, an upgrade of your hospital inventory management system can be the best
option to make.
An accurate, simple and convenient to use inventory system is a serious consideration of
any hospital and similar facilities. There will always be a need to track usage and
replenishments from the smaller items such as syringes, masks, gloves and cotton which
are extremely significant. Now, if you are using that type of monitoring which is difficult
and complicated to use, and in some instances very inaccurate, then it is high time for you
to upgrade and try a new innovative inventory procedure.
The hospital inventory management system is the only solution if you want to streamline
a certain inventory procedure which your facilities need. It may be in a laboratory,
surgery room, emergency room or any other possible areas, you will only be requiring a
simple and efficient inventory system. Opt for the one that can really work for you and
see what it can possibly do to your facilities. You will never go wrong using this type of
inventory control.
27
Richard H. Epstein et. al, studied Operating room (OR) scheduling information systems
can decrease perioperative labor costs. Material management information systems can
decrease perioperative inventory costs. We used computer simulation to investigate
whether using the OR schedule to trigger purchasing of perioperative supplies is likely to
further decrease perioperative inventory costs, as compared with using sophisticated,
stand-alone material management inventory control. Although we designed the
simulations to favor financially linking the information systems, we found that this
strategy would be expected to decrease inventory costs substantively only for items of
high price ($1000 each) and volume (.1000 used each year). Because expensive items
typically have different models and sizes, each of which is used by a hospital less often
than this, for almost all items there will be no benefit to making daily adjustments to the
order volume based on booked cases. They conclude that, in a hospital with a
sophisticated material management information system, OR managers will probably
achieve greater cost reductions from focusing on negotiating less expensive purchase
prices for items than on trying to link the OR information system with the hospital’s
material management information system to achieve just-in-time inventory control.
In study of Inventory Management in Multispeciality Hospital I firstly go through ABC
and VED Analysis of the Pharmacy Store of a Tertiary Care Teaching, Research and
Referral Healthcare Institute of India, by M. Devnani& A. K. Gupta.
(Department of Hospital Administration and Pharmacy, Post Graduate Institute of
Médical Education and Research (PGIMER), Chandigarh, India)
The ABC and VED (vital, essential, desirable) analysis of the pharmacy store of Post
Graduate Institute of Médical Education and Research (PGIMER), Chandigarh, India,
was conducted to identify the categories of items needing stringent management control.
The annual consumption and expenditure incurred on each item of pharmacy for the year
2007-08 was analyzed and inventory control techniques, i.e. ABC, VED and ABC-VED
matrix analysis, were applied. The drug formulary of the pharmacy consisted of 421
items. The total annual drug expenditure (ADE) on items issued in 2007-08 was Rs.
40,012,612. ABC analysis revealed 13.78%, 21.85% and 64.37% items as A, B and C
Richard H. Epstein et. al, studied Operating room (OR) scheduling information systems
can decrease perioperative labor costs. Material management information systems can
decrease perioperative inventory costs. We used computer simulation to investigate
whether using the OR schedule to trigger purchasing of perioperative supplies is likely to
further decrease perioperative inventory costs, as compared with using sophisticated,
stand-alone material management inventory control. Although we designed the
simulations to favor financially linking the information systems, we found that this
strategy would be expected to decrease inventory costs substantively only for items of
high price ($1000 each) and volume (.1000 used each year). Because expensive items
typically have different models and sizes, each of which is used by a hospital less often
than this, for almost all items there will be no benefit to making daily adjustments to the
order volume based on booked cases. They conclude that, in a hospital with a
sophisticated material management information system, OR managers will probably
achieve greater cost reductions from focusing on negotiating less expensive purchase
prices for items than on trying to link the OR information system with the hospital’s
material management information system to achieve just-in-time inventory control.
In study of Inventory Management in Multispeciality Hospital I firstly go through ABC
and VED Analysis of the Pharmacy Store of a Tertiary Care Teaching, Research and
Referral Healthcare Institute of India, by M. Devnani& A. K. Gupta.
(Department of Hospital Administration and Pharmacy, Post Graduate Institute of
Médical Education and Research (PGIMER), Chandigarh, India)
The ABC and VED (vital, essential, desirable) analysis of the pharmacy store of Post
Graduate Institute of Médical Education and Research (PGIMER), Chandigarh, India,
was conducted to identify the categories of items needing stringent management control.
The annual consumption and expenditure incurred on each item of pharmacy for the year
2007-08 was analyzed and inventory control techniques, i.e. ABC, VED and ABC-VED
matrix analysis, were applied. The drug formulary of the pharmacy consisted of 421
items. The total annual drug expenditure (ADE) on items issued in 2007-08 was Rs.
40,012,612. ABC analysis revealed 13.78%, 21.85% and 64.37% items as A, B and C
28
category items, respectively, accounting for 69.97%, 19.95% and 10.08% of ADE of the
pharmacy. VED analysis showed 12.11%, 59.38% and 28.51% items as V, E, and D
category items, respectively, accounting for 17.14%, 72.38% and 10.48% of ADE of the
pharmacy. On ABC-VED matrix analysis, 22.09%, 54.63% and 23.28% items were
found to be category I, II and III items, respectively, accounting for 74.21%, 22.23% and
3.56% of ADE of the pharmacy. The ABC and VED techniques need to be adopted as a
routine practice for optimal use of resources and elimination of out-of-stock situations in
the hospital pharmacy.
category items, respectively, accounting for 69.97%, 19.95% and 10.08% of ADE of the
pharmacy. VED analysis showed 12.11%, 59.38% and 28.51% items as V, E, and D
category items, respectively, accounting for 17.14%, 72.38% and 10.48% of ADE of the
pharmacy. On ABC-VED matrix analysis, 22.09%, 54.63% and 23.28% items were
found to be category I, II and III items, respectively, accounting for 74.21%, 22.23% and
3.56% of ADE of the pharmacy. The ABC and VED techniques need to be adopted as a
routine practice for optimal use of resources and elimination of out-of-stock situations in
the hospital pharmacy.
29
Chapter 3
ORGANIZATION’S PROFILE
Chapter 3
ORGANIZATION’S PROFILE
30
Apollo Hospitals is Asia's largest and most trusted healthcare group and its presence
includes 9,215 beds across 64 Hospitals, 2,200 Pharmacies, over 90 Primary Care and
Diagnostic Clinics, 110 plus Telemedicine Centers and 80 plus Apollo Munich Insurance
branches panning the length and breadth of the Country. As an integrated healthcare
service provider with Health Insurance services, Global Projects Consultancy capability,
12 plus medical education centers and a Research Foundation with a focus on global
Clinical Trials, epidemiological studies, stem cell & genetic research, Apollo Hospitals
has been at the forefront of new medical breakthroughs with the most recent investment
being that of commissioning the first Proton Therapy Center across Asia, Africa and
Australia in Chennai, India.
Focus on clinical excellence has led to 8 JCI Accreditations and 11 NABH
Accreditations.
Centers of Excellence
Busiest solid organ transplant program in the world since 2012
Best surgical team of the year awarded by BMU for robotic surgery in India
First ever reported surgical separation of pygopagus twin boys
Heart transplant in a 65 year-old patient
Joint replacement surgeries on patients aged over 100 years
It was in 1983, that Dr. Prathap C. Reddy made a pioneering endeavour by launching
India's first corporate hospital - Apollo Hospitals in Chennai. Now, as Asia's foremost
and trusted integrated healthcare services provider, the group's presence includes
Hospitals, Pharmacies, Primary Care & Diagnostic Clinics and Telemedicine units across
10 countries, Health Insurance Services, Global Projects Consultancy, Colleges of
Nursing and Hospital Management and a Research Foundation with focus on Global
Clinical Trials, epidemiological studies, stem cell & genetic research. Today, Apollo
Hospitals are consistently ranked amongst the best hospitals globally for advanced
medical services and it has touched the lives of over 45 million patients, from 121
countries.
Apollo Hospitals is Asia's largest and most trusted healthcare group and its presence
includes 9,215 beds across 64 Hospitals, 2,200 Pharmacies, over 90 Primary Care and
Diagnostic Clinics, 110 plus Telemedicine Centers and 80 plus Apollo Munich Insurance
branches panning the length and breadth of the Country. As an integrated healthcare
service provider with Health Insurance services, Global Projects Consultancy capability,
12 plus medical education centers and a Research Foundation with a focus on global
Clinical Trials, epidemiological studies, stem cell & genetic research, Apollo Hospitals
has been at the forefront of new medical breakthroughs with the most recent investment
being that of commissioning the first Proton Therapy Center across Asia, Africa and
Australia in Chennai, India.
Focus on clinical excellence has led to 8 JCI Accreditations and 11 NABH
Accreditations.
Centers of Excellence
Busiest solid organ transplant program in the world since 2012
Best surgical team of the year awarded by BMU for robotic surgery in India
First ever reported surgical separation of pygopagus twin boys
Heart transplant in a 65 year-old patient
Joint replacement surgeries on patients aged over 100 years
It was in 1983, that Dr. Prathap C. Reddy made a pioneering endeavour by launching
India's first corporate hospital - Apollo Hospitals in Chennai. Now, as Asia's foremost
and trusted integrated healthcare services provider, the group's presence includes
Hospitals, Pharmacies, Primary Care & Diagnostic Clinics and Telemedicine units across
10 countries, Health Insurance Services, Global Projects Consultancy, Colleges of
Nursing and Hospital Management and a Research Foundation with focus on Global
Clinical Trials, epidemiological studies, stem cell & genetic research. Today, Apollo
Hospitals are consistently ranked amongst the best hospitals globally for advanced
medical services and it has touched the lives of over 45 million patients, from 121
countries.
31
Over the past three decades, Apollo Hospitals' transformative journey has forged a legacy
of excellence in Indian healthcare. One of Apollo's significant contributions has been the
adoption of clinical excellence as an industry standard. Alongside, its ethos rests on the
pillars of technological superiority, a warm patient - centric approach, affordable costs
and an edge in forward-looking research and academics.
Apollo Hospitals was the first to invest in the pre-requisites that led to international
Quality accreditation like the Joint Commission International and Indraprastha Apollo
Hospitals was the first hospital in India to be accredited with this gold standard in 2006.
An early adopter of technology, Apollo Hospitals was one among the first few in the
world to leverage technology to build integrated healthcare delivery models, which
facilitate seamless healthcare delivery through electronic medical records, hospital
information systems and telemedicine-based outreach initiatives. Another critical
manifestation of widespread technology has been the amazing advancement in medical
equipment and Apollo has repeatedly pioneered the introduction of such innovations in
India. Soon the country will have its very first Proton Beam Therapy centre at Apollo
Cancer Hospitals.
Tender Loving Care (TLC) was at the core of Apollo Hospitals' model of care and it
continues to be the magic that inspires hope, warmth and a sense of ease in the patients.
Processes are relentlessly improved upon to ensure maximum patient-centricity.
Apollo Hospitals has taken the spirit of leadership well beyond business metrics. It has
embraced the onus of keeping India, healthy. Taking cognizance of the undeniable fact
that India is reeling under the onslaught of Non Communicable Diseases (NCDs), Apollo
Hospitals has assumed the responsibility to educate and influence mind set of the people
of India. Increased focus on tactical initiatives like personalized preventive healthcare
bears testimony to this new thrust. On January 1, 2015, Apollo Hospitals declared war on
NCDs, and is leading the entire healthcare fraternity into this battle. The Billion Hearts
Beating Foundation was envisioned by Dr. Reddy to keep India heart healthy and over
half a million people have taken a pledge on www.billionheartsbeting.com
Apollo Hospitals has always strongly believed in social initiatives that help transcend
barriers. In keeping with this, the group has started several impactful programs.
Over the past three decades, Apollo Hospitals' transformative journey has forged a legacy
of excellence in Indian healthcare. One of Apollo's significant contributions has been the
adoption of clinical excellence as an industry standard. Alongside, its ethos rests on the
pillars of technological superiority, a warm patient - centric approach, affordable costs
and an edge in forward-looking research and academics.
Apollo Hospitals was the first to invest in the pre-requisites that led to international
Quality accreditation like the Joint Commission International and Indraprastha Apollo
Hospitals was the first hospital in India to be accredited with this gold standard in 2006.
An early adopter of technology, Apollo Hospitals was one among the first few in the
world to leverage technology to build integrated healthcare delivery models, which
facilitate seamless healthcare delivery through electronic medical records, hospital
information systems and telemedicine-based outreach initiatives. Another critical
manifestation of widespread technology has been the amazing advancement in medical
equipment and Apollo has repeatedly pioneered the introduction of such innovations in
India. Soon the country will have its very first Proton Beam Therapy centre at Apollo
Cancer Hospitals.
Tender Loving Care (TLC) was at the core of Apollo Hospitals' model of care and it
continues to be the magic that inspires hope, warmth and a sense of ease in the patients.
Processes are relentlessly improved upon to ensure maximum patient-centricity.
Apollo Hospitals has taken the spirit of leadership well beyond business metrics. It has
embraced the onus of keeping India, healthy. Taking cognizance of the undeniable fact
that India is reeling under the onslaught of Non Communicable Diseases (NCDs), Apollo
Hospitals has assumed the responsibility to educate and influence mind set of the people
of India. Increased focus on tactical initiatives like personalized preventive healthcare
bears testimony to this new thrust. On January 1, 2015, Apollo Hospitals declared war on
NCDs, and is leading the entire healthcare fraternity into this battle. The Billion Hearts
Beating Foundation was envisioned by Dr. Reddy to keep India heart healthy and over
half a million people have taken a pledge on www.billionheartsbeting.com
Apollo Hospitals has always strongly believed in social initiatives that help transcend
barriers. In keeping with this, the group has started several impactful programs.
32
SACHi (Save a Child's Heart Initiative) - a community service initiative was introduced
with the aim of providing quality paediatric cardiac care to children from underprivileged
sections of society suffering from heart diseases. Apollo also runs the SAHI (Society to
Aid the Hearing Impaired) and the CURE Foundation, focused on cancer screening, cure
and rehabilitation for those from a financially challenged background.
Apollo Hospitals, Nashik
Apollo Hospitals, Nashik, is a NABH Accreditated Hospital, 118 bedded unit situated on
a scenic campus. It has more than 20 speciality with some of the best Doctors in Nashik.
Apollo Hospitals, Nashik is spread across 1,25,000 Sq. Ft of land near Panchavati, a holy
place near Nashik. Apollo's mission of bringing healthcare of international standards
within the reach of every individual has inspired the group to start this facility at Nashik.
SACHi (Save a Child's Heart Initiative) - a community service initiative was introduced
with the aim of providing quality paediatric cardiac care to children from underprivileged
sections of society suffering from heart diseases. Apollo also runs the SAHI (Society to
Aid the Hearing Impaired) and the CURE Foundation, focused on cancer screening, cure
and rehabilitation for those from a financially challenged background.
Apollo Hospitals, Nashik
Apollo Hospitals, Nashik, is a NABH Accreditated Hospital, 118 bedded unit situated on
a scenic campus. It has more than 20 speciality with some of the best Doctors in Nashik.
Apollo Hospitals, Nashik is spread across 1,25,000 Sq. Ft of land near Panchavati, a holy
place near Nashik. Apollo's mission of bringing healthcare of international standards
within the reach of every individual has inspired the group to start this facility at Nashik.
33
Highlights:
A Multi-disciplinary Intensive Care Unit which has successfully treated more than 100
Neurology patients in the initial month of the launch.
Emergency & Trauma Care: Round-the-clock facility to manage any medical emergency
with an ambulance designed as a mobile ICU, supported with an emergency call no 1066.
Contact
Apollo Hospitals, Swaminarayan Nagar, Near Lunge Mangal Karyalaya, New Adgaon
Naka, Panchavati, Nashik – 422003. Maharashtra
+91-253 2510 250 / 350 / 450 / 550 / 750
Emergency Contact: -1066+91-253 2510350
VISION
Apollo’s Vision for the next phase of development is to “touch a billion lives”
MISSION
“Our Mission is to bring healthcare of international standards within the reach of
every individual. We are committed to the achievement and maintenance of
excellence in education, research and healthcare for the benefit of humanity.”
Highlights:
A Multi-disciplinary Intensive Care Unit which has successfully treated more than 100
Neurology patients in the initial month of the launch.
Emergency & Trauma Care: Round-the-clock facility to manage any medical emergency
with an ambulance designed as a mobile ICU, supported with an emergency call no 1066.
Contact
Apollo Hospitals, Swaminarayan Nagar, Near Lunge Mangal Karyalaya, New Adgaon
Naka, Panchavati, Nashik – 422003. Maharashtra
+91-253 2510 250 / 350 / 450 / 550 / 750
Emergency Contact: -1066+91-253 2510350
VISION
Apollo’s Vision for the next phase of development is to “touch a billion lives”
MISSION
“Our Mission is to bring healthcare of international standards within the reach of
every individual. We are committed to the achievement and maintenance of
excellence in education, research and healthcare for the benefit of humanity.”
34
Chapter 4
RESEARCH DESIGN
&
METHODOLOGY
Chapter 4
RESEARCH DESIGN
&
METHODOLOGY
35
Nature of Data
In accordance with the above objective primary data were collected from the Hospital
during winter internship training.
Primary data were collected by:
Demand History and movement of inventory.
Day to day interaction with store executive
Day to day interaction with store in charge
Day to day interaction with Store keeper.
Day to day observation and tracking inventory.
Secondary data were collected from the hospital and others journals and books
related to the topic referred.
Standard operating procedures (SOP’s)
Purchase Dept. Manual
Hospital Purchase Database
Purchase policy and vendor policy
Sample Size
A sample size of 150 items from OT store were randomly selected for study purpose
Method for Data collection
Observation of movement of items at OT store and retraction of data from purchase dept.
system.
Day to day evaluation of consumption.
Research Design:
The study is a about categorization of items according to its consumption and valuation,
it’s importance and functions and its turnover on biannually basis.
It is a Qualitative and quantitative research.
Nature of Data
In accordance with the above objective primary data were collected from the Hospital
during winter internship training.
Primary data were collected by:
Demand History and movement of inventory.
Day to day interaction with store executive
Day to day interaction with store in charge
Day to day interaction with Store keeper.
Day to day observation and tracking inventory.
Secondary data were collected from the hospital and others journals and books
related to the topic referred.
Standard operating procedures (SOP’s)
Purchase Dept. Manual
Hospital Purchase Database
Purchase policy and vendor policy
Sample Size
A sample size of 150 items from OT store were randomly selected for study purpose
Method for Data collection
Observation of movement of items at OT store and retraction of data from purchase dept.
system.
Day to day evaluation of consumption.
Research Design:
The study is a about categorization of items according to its consumption and valuation,
it’s importance and functions and its turnover on biannually basis.
It is a Qualitative and quantitative research.
36
Qualitative Research is primarily exploratory research. It is used to gain an understanding
of underlying reasons, opinions, and motivations. It provides insights into the problem or
helps to develop ideas or hypotheses for potential quantitative research. Qualitative
Research is also used to uncover trends in thought and opinions, and dive deeper into the
problem. Qualitative data collection methods vary using unstructured or semi-structured
techniques. Some common methods include focus groups (group discussions), individual
interviews, and participation/observations. The sample size is typically small, and
respondents are selected to fulfill a given quota.
Quantitative Research is used to quantify the problem by way of generating numerical
data or data that can be transformed into useable statistics. It is used to quantify attitudes,
opinions, behaviors, and other defined variables – and generalize results from a larger
sample population. Quantitative Research uses measurable data to formulate facts and
uncover patterns in research. Quantitative data collection methods are much more
structured than Qualitative data collection methods. Quantitative data collection methods
include various forms of surveys– online surveys, paper surveys, mobile surveys and
kiosk surveys, face-to-face interviews, telephone interviews, longitudinal studies, website
interceptors, online polls, and systematic observations.
Qualitative Research is primarily exploratory research. It is used to gain an understanding
of underlying reasons, opinions, and motivations. It provides insights into the problem or
helps to develop ideas or hypotheses for potential quantitative research. Qualitative
Research is also used to uncover trends in thought and opinions, and dive deeper into the
problem. Qualitative data collection methods vary using unstructured or semi-structured
techniques. Some common methods include focus groups (group discussions), individual
interviews, and participation/observations. The sample size is typically small, and
respondents are selected to fulfill a given quota.
Quantitative Research is used to quantify the problem by way of generating numerical
data or data that can be transformed into useable statistics. It is used to quantify attitudes,
opinions, behaviors, and other defined variables – and generalize results from a larger
sample population. Quantitative Research uses measurable data to formulate facts and
uncover patterns in research. Quantitative data collection methods are much more
structured than Qualitative data collection methods. Quantitative data collection methods
include various forms of surveys– online surveys, paper surveys, mobile surveys and
kiosk surveys, face-to-face interviews, telephone interviews, longitudinal studies, website
interceptors, online polls, and systematic observations.
37
Limitations of study
Following are the Limitations of the Study
The Study is focused on OT Store only.
The Study period is two months only.
The Study is limited to observation method and interaction with hospital staff
only.
Due to company privacy policy it was not possible to gather all the information.
As trainee, not eligible to get detail information.
Limitations of study
Following are the Limitations of the Study
The Study is focused on OT Store only.
The Study period is two months only.
The Study is limited to observation method and interaction with hospital staff
only.
Due to company privacy policy it was not possible to gather all the information.
As trainee, not eligible to get detail information.
38
Chapter 5
DATA PRESENTATION
AND
ANALYSIS
Chapter 5
DATA PRESENTATION
AND
ANALYSIS
39
40
ORGANOGRAM of PURCHASE DEPARTMENT
C
E
O
Asst. Manager
-Materials
Junior Supervisor
Assistants
Helpers
ORGANOGRAM of PURCHASE DEPARTMENT
C
E
O
Asst. Manager
-Materials
Junior Supervisor
Assistants
Helpers
41
Co ordination with other Department
Co ordination with other Department
42
↓
↓
Send the information along with the
date of delivery to purchase
department.
Notice send to vendor for approving for
specifications
STO P
↓
↓
Send the information along with the
date of delivery to purchase
department.
Notice send to vendor for approving for
specifications
STO P
43
Selected items were categorized as ABC, and sorted by consultation with Organisational
guide
A Category _ Top 10 % of items that Contributes to the maximum value of
overall inventory.
B Category _ 20 % of items that constitute 20 % value of total Inventory.
C Category _ Remaining 70 % of items constituted 10 % of total value of
Inventory
ABC Categorization
Following are the list of “A” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPE
NING
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value
of Stock
Cat
ego
ry
1 0.6 MM 2 HOLE GAP
PLATE
531.72 0.00 1.00 1.00
531.72 A
2 ACRYS OF IQ, 6000 0.00 1.00 1.00 6000 A
3 ARTERIAL FILTER WITH
LOOP
2768.22 1.00 0.00 1.00
2768.2 A
4 CANNULATED
CANCELLOUS SCREW
466.40 0.00 1.00 1.00
466.4 A
5 CANTATA
MICROCATHETER
14476.35 0.00 1.00 1.00
14476 A
6 CERVICA L PLATE 4861.44 0.00 1.00 1.00 4861.4 A
7 DIAGNOSTIC CATHETER 1568.80 1.00 0.00 1.00 1568.8 A
8 DISTAL FEMUR LOCKED
PLATE
8978.20 0.00 1.00 1.00
8978.2 A
9 EMBOLECTOMY
CATHETER FOGARTY
1581.45 1.00 0.00 1.00
1581.5 A
10 ENDO BRONCHIA L TUBE 3281.96 1.00 0.00 1.00 3282 A
11 ESTERLUS 2-0 2284.61 1.00 0.00 1.00 2284.6 A
12 NASAL BILIARY
DRAINAGE SET
6659.10 1.00 0.00 1.00
6659.1 A
13 PERITONEA L DIALYSIS
CATHETER KIT
5200.00 0.00 1.00 1.00
5200 A
14 A O TYPE CLAMP
DOUBLE PIN
742 0.00 2.00 2.00
1484 A
15 BLOOD TUBING - SINGLE
PRE PUMP
121.5 0.00 2.00 2.00
243 A
16 CABG KIT, CAT 2641.73 0.00 2.00 2.00 5283.5 A
17 CERVICA L PEEK CAGE 9836.8 0.00 2.00 2.00 19674 A
18 CERVICA L SPINE
LOCKING PLATE
1704.48 0.00 2.00 2.00
3409 A
19 CUSTOM TBING PACK, 2894.25 0.00 2.00 2.00 5788.5 A
20 E.T TUBE 3.0 UNCUF 76.28 2.00 0.00 2.00 152.56 A
Selected items were categorized as ABC, and sorted by consultation with Organisational
guide
A Category _ Top 10 % of items that Contributes to the maximum value of
overall inventory.
B Category _ 20 % of items that constitute 20 % value of total Inventory.
C Category _ Remaining 70 % of items constituted 10 % of total value of
Inventory
ABC Categorization
Following are the list of “A” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPE
NING
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value
of Stock
Cat
ego
ry
1 0.6 MM 2 HOLE GAP
PLATE
531.72 0.00 1.00 1.00
531.72 A
2 ACRYS OF IQ, 6000 0.00 1.00 1.00 6000 A
3 ARTERIAL FILTER WITH
LOOP
2768.22 1.00 0.00 1.00
2768.2 A
4 CANNULATED
CANCELLOUS SCREW
466.40 0.00 1.00 1.00
466.4 A
5 CANTATA
MICROCATHETER
14476.35 0.00 1.00 1.00
14476 A
6 CERVICA L PLATE 4861.44 0.00 1.00 1.00 4861.4 A
7 DIAGNOSTIC CATHETER 1568.80 1.00 0.00 1.00 1568.8 A
8 DISTAL FEMUR LOCKED
PLATE
8978.20 0.00 1.00 1.00
8978.2 A
9 EMBOLECTOMY
CATHETER FOGARTY
1581.45 1.00 0.00 1.00
1581.5 A
10 ENDO BRONCHIA L TUBE 3281.96 1.00 0.00 1.00 3282 A
11 ESTERLUS 2-0 2284.61 1.00 0.00 1.00 2284.6 A
12 NASAL BILIARY
DRAINAGE SET
6659.10 1.00 0.00 1.00
6659.1 A
13 PERITONEA L DIALYSIS
CATHETER KIT
5200.00 0.00 1.00 1.00
5200 A
14 A O TYPE CLAMP
DOUBLE PIN
742 0.00 2.00 2.00
1484 A
15 BLOOD TUBING - SINGLE
PRE PUMP
121.5 0.00 2.00 2.00
243 A
16 CABG KIT, CAT 2641.73 0.00 2.00 2.00 5283.5 A
17 CERVICA L PEEK CAGE 9836.8 0.00 2.00 2.00 19674 A
18 CERVICA L SPINE
LOCKING PLATE
1704.48 0.00 2.00 2.00
3409 A
19 CUSTOM TBING PACK, 2894.25 0.00 2.00 2.00 5788.5 A
20 E.T TUBE 3.0 UNCUF 76.28 2.00 0.00 2.00 152.56 A
44
21 ENDEAVOR RESOLUTE
STENT
90000 0.00 2.00 2.00
180000 A
22 HEART VALVE
PERIMOUNT
185203.20 0.00 2.00 2.00
370406 A
23 LUMBER PERRI.SHUNT 2805.35 1.00 1.00 2.00 5610.7 A
24 PROLENE MESH, 2211.10 0.00 2.00 2.00 4422.2 A
25 SENSTRACT LARGE VAC
GRANUFOAM DRESSING
9724.00 0.00 2.00 2.00
19448 A
26 VP SHUNT LOW
PRESSURE
2671.28 1.00 1.00 2.00
5342.6 A
27 5MM WEDGE ANCHOR II
WITH NO.2 FORCE FIBER
9158.4 0.00 3.00 3.00
27475 A
28 DENALI FEMORAL VENA
CAVA FILTER
48760.00 0.00 3.00 3.00
146280 A
29 DISPOSABLE TWO-PART
TROCAR NEEDLE 18G
465.25 0.00 3.00 3.00
1395.8 A
30 DISSECTING TOLLS F2 4331.16 3.00 0.00 3.00 12993 A
31 GEENEN PANCREATIC
STENT, 5FR
1473.84 3.00 0.00 3.00
4421.5 A
32 GUIDING CATH H1 5F 8904.00 1.00 2.00 3.00 26712 A
33 MALECOT
NEPHROSTOMY SET 14F
2849.28 1.00 2.00 3.00
8547.8 A
34 SOF-FLEX PEDIATRIC
DOUBLE PIGTAIL
URETERA L STENT
5465.36 0.00 3.00 3.00
16396 A
35 AFFINITY ARTERIAL
FILTER
3178.00 4.00 0.00 4.00
12712 A
36 BILARY PERC DRAIN
STENT 10FR
786.38 3.00 1.00 4.00
3145.5 A
37 BLOWER MISTER KIT 3291.50 0.00 4.00 4.00 13166 A
38 CANCELLOUS LOCKING
SCREW
699.6 0.00 4.00 4.00
2798.4 A
39 CSF FLOW CONTROL
SHUNT
15369.75 4.00 0.00 4.00
61479 A
40 DOUBLE J STENT 5FR 623.60 0.00 4.00 4.00 2494.4 A
41 HIP U DRAPE D-501 945.69 2.00 2.00 4.00 3782.8 A
42 LAUREATE CASSETS 0.00 2.00 2.00 4.00 0 A
43 BILATERIA L KNEE O
DRAPE
1153.28 2.00 3.00 5.00
5766.4 A
44 CANISTER WITH GEL 2571.25 0.00 5.00 5.00 12856 A
45 DERMARK SURGICA L
SKIN MARKER
66.10 0.00 5.00 5.00
330.5 A
46 PACEMAKER LEAD WITH
MRI
16430.00 0.00 5.00 5.00
82150 A
47 UNIVERSA L SOFT
URETERA L STENT AND
POSITIONER SET
968.84 0.00 5.00 5.00
4844.2 A
48 VANGUARD PS TIBIAL
BEARING
12720.00 0.00 5.00 5.00
63600 A
49 B.B SILK 2 R826 ETHICON 312.02 0.00 6.00 6.00 1872.1 A
50 CARDIOPLEGIA
DELIVERY SYSTEM
VISION/ON-LINE
3360.00 1.00 5.00 6.00
20160 A
51 DURAFLOW DUAL 2089.53 1.00 5.00 6.00 12537 A
21 ENDEAVOR RESOLUTE
STENT
90000 0.00 2.00 2.00
180000 A
22 HEART VALVE
PERIMOUNT
185203.20 0.00 2.00 2.00
370406 A
23 LUMBER PERRI.SHUNT 2805.35 1.00 1.00 2.00 5610.7 A
24 PROLENE MESH, 2211.10 0.00 2.00 2.00 4422.2 A
25 SENSTRACT LARGE VAC
GRANUFOAM DRESSING
9724.00 0.00 2.00 2.00
19448 A
26 VP SHUNT LOW
PRESSURE
2671.28 1.00 1.00 2.00
5342.6 A
27 5MM WEDGE ANCHOR II
WITH NO.2 FORCE FIBER
9158.4 0.00 3.00 3.00
27475 A
28 DENALI FEMORAL VENA
CAVA FILTER
48760.00 0.00 3.00 3.00
146280 A
29 DISPOSABLE TWO-PART
TROCAR NEEDLE 18G
465.25 0.00 3.00 3.00
1395.8 A
30 DISSECTING TOLLS F2 4331.16 3.00 0.00 3.00 12993 A
31 GEENEN PANCREATIC
STENT, 5FR
1473.84 3.00 0.00 3.00
4421.5 A
32 GUIDING CATH H1 5F 8904.00 1.00 2.00 3.00 26712 A
33 MALECOT
NEPHROSTOMY SET 14F
2849.28 1.00 2.00 3.00
8547.8 A
34 SOF-FLEX PEDIATRIC
DOUBLE PIGTAIL
URETERA L STENT
5465.36 0.00 3.00 3.00
16396 A
35 AFFINITY ARTERIAL
FILTER
3178.00 4.00 0.00 4.00
12712 A
36 BILARY PERC DRAIN
STENT 10FR
786.38 3.00 1.00 4.00
3145.5 A
37 BLOWER MISTER KIT 3291.50 0.00 4.00 4.00 13166 A
38 CANCELLOUS LOCKING
SCREW
699.6 0.00 4.00 4.00
2798.4 A
39 CSF FLOW CONTROL
SHUNT
15369.75 4.00 0.00 4.00
61479 A
40 DOUBLE J STENT 5FR 623.60 0.00 4.00 4.00 2494.4 A
41 HIP U DRAPE D-501 945.69 2.00 2.00 4.00 3782.8 A
42 LAUREATE CASSETS 0.00 2.00 2.00 4.00 0 A
43 BILATERIA L KNEE O
DRAPE
1153.28 2.00 3.00 5.00
5766.4 A
44 CANISTER WITH GEL 2571.25 0.00 5.00 5.00 12856 A
45 DERMARK SURGICA L
SKIN MARKER
66.10 0.00 5.00 5.00
330.5 A
46 PACEMAKER LEAD WITH
MRI
16430.00 0.00 5.00 5.00
82150 A
47 UNIVERSA L SOFT
URETERA L STENT AND
POSITIONER SET
968.84 0.00 5.00 5.00
4844.2 A
48 VANGUARD PS TIBIAL
BEARING
12720.00 0.00 5.00 5.00
63600 A
49 B.B SILK 2 R826 ETHICON 312.02 0.00 6.00 6.00 1872.1 A
50 CARDIOPLEGIA
DELIVERY SYSTEM
VISION/ON-LINE
3360.00 1.00 5.00 6.00
20160 A
51 DURAFLOW DUAL 2089.53 1.00 5.00 6.00 12537 A
45
LUMEN CATHETER
52 KNEE O DRAPE D-505 872.89 2.00 4.00 6.00 5237.3 A
53 MAHURKAR MAXID DL
CATH KIT 36C
8505.00 2.00 4.00 6.00
51030 A
54 G-PATCH LARGE, GP02 1187.88 2.00 5.00 7.00 8315.2 A
55 HEMOCER POWDER 2GMS 3816.00 4.00 3.00 7.00 26712 A
56 HIV KIT – AMKAY 164.30 0.00 7.00 7.00 1150.1 A
57 PRISMAFLEX M100 9647.50 3.00 5.00 8.00 77180 A
58 COMBIND SPINAL/
EPIDURAL MINIPAK 16G
WITH LOCK
1245.55 4.00 5.00 9.00
11210 A
59 CUSTOMPACK NON -
CORONARY MEMBRANE
2415.00 4.00 5.00 9.00
21735 A
60 DISPOSALE INJECTOR &
CARTRIDGE FOR OPTHOL
250.00 9.00 0.00 9.00
2250 A
61 GUIDE WIRE 0.035X150CM
STRAIGHT TERUMO
732.90 9.00 0.00 9.00
6596.1 A
62 PROLENE 1 NW896
ETHICON
208.21 9.00 0.00 9.00
1873.9 A
63 BMW GUIDE WIRE 0.014
X 190 J TIP
4240 4.00 6.00 10.00
42400 A
64 VICRYL 3-0 NW2472
ETHICON
221.50 10.00 0.00 10.00
2215 A
65 BACTERIAL AND VIRAL
FILTERS PEDIATRIC
STARMED
129.68 10.00 1.00 11.00
1426.5 A
66 BONE CEMENT 40G
SIMPLEX
1850.00 1.00 10.00 11.00
20350 A
67 GENERA L SURGERY
PACK - MEDISPHERE
879.90 5.00 6.00 11.00
9678.9 A
68 BARD -MC1816 BIOPSY
GUN
1696.00 3.00 9.00 12.00
20352 A
69 CATHETER DIAGNOSTIC
5F JR3.5 CORDIS
991.1 0.00 12.00 12.00
11893 A
70 LOTUS ESTERLUS 2-0 2769.90 12.00 0.00 12.00 33239 A
71 EYE SHIELDS 3.94 13.00 0.00 13.00 51.22 A
72 DISPOSABLE GOWN
REINFORCED,3M
159.00 4.00 10.00 14.00
2226 A
73 DUAL LUMEN CATHETER
11.5FR/19.5CM STRAIGHT
1460.15 1.00 14.00 15.00
21902 A
74 O-SCOPE DRAPE ECO
LARGE
318.59 0.00 15.00 15.00
4778.9 A
75 SURGICEL 2"X3"
FIBRILLA R 1953 ETHICON
676.20 4.00 12.00 16.00
10819 A
76 TRANSRADIAL SHEATH
6F
879.80 0.00 16.00 16.00
14077 A
77 ETHIBOND 5-0 W4846
ETHICON
695.72 5.00 12.00 17.00
11827 A
78 IO DRAPE LARGE, 126.14 0.00 18.00 18.00 2270.5 A
79 ABDOMINAL DRAINAGE
KIT 28FG
87.72 2.00 17.00 19.00
1666.7 A
80 EYE DRAPE 27.30 19.00 0.00 19.00 518.7 A
81 TIG RADIAL CATHETER
5F
1029.26 4.00 15.00 19.00
19556 A
LUMEN CATHETER
52 KNEE O DRAPE D-505 872.89 2.00 4.00 6.00 5237.3 A
53 MAHURKAR MAXID DL
CATH KIT 36C
8505.00 2.00 4.00 6.00
51030 A
54 G-PATCH LARGE, GP02 1187.88 2.00 5.00 7.00 8315.2 A
55 HEMOCER POWDER 2GMS 3816.00 4.00 3.00 7.00 26712 A
56 HIV KIT – AMKAY 164.30 0.00 7.00 7.00 1150.1 A
57 PRISMAFLEX M100 9647.50 3.00 5.00 8.00 77180 A
58 COMBIND SPINAL/
EPIDURAL MINIPAK 16G
WITH LOCK
1245.55 4.00 5.00 9.00
11210 A
59 CUSTOMPACK NON -
CORONARY MEMBRANE
2415.00 4.00 5.00 9.00
21735 A
60 DISPOSALE INJECTOR &
CARTRIDGE FOR OPTHOL
250.00 9.00 0.00 9.00
2250 A
61 GUIDE WIRE 0.035X150CM
STRAIGHT TERUMO
732.90 9.00 0.00 9.00
6596.1 A
62 PROLENE 1 NW896
ETHICON
208.21 9.00 0.00 9.00
1873.9 A
63 BMW GUIDE WIRE 0.014
X 190 J TIP
4240 4.00 6.00 10.00
42400 A
64 VICRYL 3-0 NW2472
ETHICON
221.50 10.00 0.00 10.00
2215 A
65 BACTERIAL AND VIRAL
FILTERS PEDIATRIC
STARMED
129.68 10.00 1.00 11.00
1426.5 A
66 BONE CEMENT 40G
SIMPLEX
1850.00 1.00 10.00 11.00
20350 A
67 GENERA L SURGERY
PACK - MEDISPHERE
879.90 5.00 6.00 11.00
9678.9 A
68 BARD -MC1816 BIOPSY
GUN
1696.00 3.00 9.00 12.00
20352 A
69 CATHETER DIAGNOSTIC
5F JR3.5 CORDIS
991.1 0.00 12.00 12.00
11893 A
70 LOTUS ESTERLUS 2-0 2769.90 12.00 0.00 12.00 33239 A
71 EYE SHIELDS 3.94 13.00 0.00 13.00 51.22 A
72 DISPOSABLE GOWN
REINFORCED,3M
159.00 4.00 10.00 14.00
2226 A
73 DUAL LUMEN CATHETER
11.5FR/19.5CM STRAIGHT
1460.15 1.00 14.00 15.00
21902 A
74 O-SCOPE DRAPE ECO
LARGE
318.59 0.00 15.00 15.00
4778.9 A
75 SURGICEL 2"X3"
FIBRILLA R 1953 ETHICON
676.20 4.00 12.00 16.00
10819 A
76 TRANSRADIAL SHEATH
6F
879.80 0.00 16.00 16.00
14077 A
77 ETHIBOND 5-0 W4846
ETHICON
695.72 5.00 12.00 17.00
11827 A
78 IO DRAPE LARGE, 126.14 0.00 18.00 18.00 2270.5 A
79 ABDOMINAL DRAINAGE
KIT 28FG
87.72 2.00 17.00 19.00
1666.7 A
80 EYE DRAPE 27.30 19.00 0.00 19.00 518.7 A
81 TIG RADIAL CATHETER
5F
1029.26 4.00 15.00 19.00
19556 A
46
82 NEBULIZER MASK ADULT
VINJO
47.41 0.00 20.00 20.00
948.2 A
83 HERNIA KIT ETHICON 1352.24 2.00 20.00 22.00 29749 A
84 Y CONNECTOR KIT 787.50 6.00 21.00 27.00 21263 A
85 DARK GOGGLES (BLACK) 27.24 2.00 26.00 28.00 762.72 A
86 CLING DRAPE CD 32.44 12.00 20.00 32.00 1038.1 A
87 TRUSILK 2.0 19.96 0.00 36.00 36.00 718.56 A
88 MERSILK 2-0 59.73 12.00 25.00 37.00 2210 A
89 SURGICEL FIBRILLAR
1"X2"
1458.56 10.00 30.00 40.00
58342 A
90 TERUMO GUIDE WIRE "J"
TIP
739.88 3.00 38.00 41.00
30335 A
91 OPSITE INCISE 30CM 140.98 12.00 30.00 42.00 5921.2 A
92 SWAN-GANZ CATHETER
7F
5512.00 9.00 35.00 44.00
242528 A
93 TRUSYNTH 2.0 121.28 0.00 48.00 48.00 5821.4 A
94 MICRO SURGICA L
KNIVES CRECENT
42.00 49.00 0.00 49.00
2058 A
95 DRAPES D904
SURGIWEAR
124.70 10.00 42.00 52.00
6484.4 A
96 VISIPAQUE 320MG 50 ML 772.74 15.00 40.00 55.00 42501 A
97 EARTHING PAD 312.13 19.00 40.00 59.00 18416 A
98 OMNISCAN 0.5MMOL
10ML
833.16 10.00 50.00 60.00
49990 A
99 PROLUS 8-0 PL2086F
LOTUS
327.73 37.00 24.00 61.00
19992 A
100 TRIPLE LUMEN
CATHETER 12FR
1762.25 0.00 63.00 63.00
111022 A
101 EPIDURAL CATHETER
MINIPACK-I 16G
525.23 4.00 60.00 64.00
33615 A
102 STELUS 6-0 LS649 LOTUS 585.48 10.00 60.00 70.00 40984 A
103 TRUWAX STERILISED
BONEWAX 2.5G
39.92 0.00 72.00 72.00
2874.2 A
104 3M -6640 DRAPE IOBAN 305.17 12.00 61.00 73.00 22277 A
105 CONNECTOR 1/4 X 1/4
WITH LUER LOCK
29.25 74.00 0.00 74.00
2164.5 A
106 MONOLUS 3-0
LNW3326(M) LOTUS
143.26 16.00 60.00 76.00
10888 A
107 DOUBLE J STENT BIORAD 256.52 66.00 12.00 78.00 20009 A
108 MONOCRYL PLUS 3-0
MCP3326, ETHICON
290.04 21.00 60.00 81.00
23493 A
109 RADIAL PUNCTURE
NEEDLE 20G
76.32 33.00 50.00 83.00
6334.6 A
110 INPUT SHEATH 5F 11CM
38INCH
612.68 14.00 70.00 84.00
51465 A
111 DIATHERMY ESU
DISPOSABLE PENCIL
157.50 41.00 50.00 91.00
14333 A
112 ABGEL (GELOSTAT)
ABSORBABLE GELATINE
SPONGE
70.74 0.00
100.00
100.00
7074 A
113 DISCOFIX 3WAY STOP
COCK PLAIN
14.44 0.00 100.00 100.00
1444 A
114 MICROSCOPE COVER 5
HOLE SP 1033 CLASSIC
78.55 0.00
100.00
100.00
7855 A
82 NEBULIZER MASK ADULT
VINJO
47.41 0.00 20.00 20.00
948.2 A
83 HERNIA KIT ETHICON 1352.24 2.00 20.00 22.00 29749 A
84 Y CONNECTOR KIT 787.50 6.00 21.00 27.00 21263 A
85 DARK GOGGLES (BLACK) 27.24 2.00 26.00 28.00 762.72 A
86 CLING DRAPE CD 32.44 12.00 20.00 32.00 1038.1 A
87 TRUSILK 2.0 19.96 0.00 36.00 36.00 718.56 A
88 MERSILK 2-0 59.73 12.00 25.00 37.00 2210 A
89 SURGICEL FIBRILLAR
1"X2"
1458.56 10.00 30.00 40.00
58342 A
90 TERUMO GUIDE WIRE "J"
TIP
739.88 3.00 38.00 41.00
30335 A
91 OPSITE INCISE 30CM 140.98 12.00 30.00 42.00 5921.2 A
92 SWAN-GANZ CATHETER
7F
5512.00 9.00 35.00 44.00
242528 A
93 TRUSYNTH 2.0 121.28 0.00 48.00 48.00 5821.4 A
94 MICRO SURGICA L
KNIVES CRECENT
42.00 49.00 0.00 49.00
2058 A
95 DRAPES D904
SURGIWEAR
124.70 10.00 42.00 52.00
6484.4 A
96 VISIPAQUE 320MG 50 ML 772.74 15.00 40.00 55.00 42501 A
97 EARTHING PAD 312.13 19.00 40.00 59.00 18416 A
98 OMNISCAN 0.5MMOL
10ML
833.16 10.00 50.00 60.00
49990 A
99 PROLUS 8-0 PL2086F
LOTUS
327.73 37.00 24.00 61.00
19992 A
100 TRIPLE LUMEN
CATHETER 12FR
1762.25 0.00 63.00 63.00
111022 A
101 EPIDURAL CATHETER
MINIPACK-I 16G
525.23 4.00 60.00 64.00
33615 A
102 STELUS 6-0 LS649 LOTUS 585.48 10.00 60.00 70.00 40984 A
103 TRUWAX STERILISED
BONEWAX 2.5G
39.92 0.00 72.00 72.00
2874.2 A
104 3M -6640 DRAPE IOBAN 305.17 12.00 61.00 73.00 22277 A
105 CONNECTOR 1/4 X 1/4
WITH LUER LOCK
29.25 74.00 0.00 74.00
2164.5 A
106 MONOLUS 3-0
LNW3326(M) LOTUS
143.26 16.00 60.00 76.00
10888 A
107 DOUBLE J STENT BIORAD 256.52 66.00 12.00 78.00 20009 A
108 MONOCRYL PLUS 3-0
MCP3326, ETHICON
290.04 21.00 60.00 81.00
23493 A
109 RADIAL PUNCTURE
NEEDLE 20G
76.32 33.00 50.00 83.00
6334.6 A
110 INPUT SHEATH 5F 11CM
38INCH
612.68 14.00 70.00 84.00
51465 A
111 DIATHERMY ESU
DISPOSABLE PENCIL
157.50 41.00 50.00 91.00
14333 A
112 ABGEL (GELOSTAT)
ABSORBABLE GELATINE
SPONGE
70.74 0.00
100.00
100.00
7074 A
113 DISCOFIX 3WAY STOP
COCK PLAIN
14.44 0.00 100.00 100.00
1444 A
114 MICROSCOPE COVER 5
HOLE SP 1033 CLASSIC
78.55 0.00
100.00
100.00
7855 A
47
115 CRAPE-BANDA GE
4"DR.CHOICE
57.24 54.00 52.00 106.00
6067.4 A
“A” Category Items;
Percentage of volume of “A” items= (Volume of A category items ÷ Volume of total
inventory) × 100
= (2567 ÷ 25058) × 100
= 10.244 %
Percentage of value of “A” items = (Value of A category items ÷ Value of total
inventory) × 100
= (2573351.84 ÷ 3766940.7) × 100
= 68.31 %
Following are the list of “B” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPEN
ING
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value of
Stock
Categ
ory
1 CHEST DRAINAGE
CATHETER FLEXO CATH
126.14 11.00 100.00 111.00
14001.54 B
2 ROMOVAC SET 12
ROMSON
147.34 4.00 110.00 114.00
16796.76 B
3 INTRODUCER NEEDLES
BIOROD 18G 7CM
44.52 16.00 102.00 118.00
5253.36 B
4 EDWARDS SINGLE LINE
PRESSURE MONITORING
KIT
689.00 11.00 112.00 123.00
84747 B
5 SKIN STAPLERS ETHICON
475.23 17.00 115.00 132.00
62730.36 B
6 PRISMASOL 5 LTR
1272.00 57.00 80.00 137.00
174264 B
7 JELCO NEEDLE 20G
25.97 49.00 91.00 140.00
3635.8 B
8 SOLUS 1-0
150.37 21.00 120.00 141.00
21202.17 B
9 VENTILATOR CIRCUT
(ADULT) LIFETRACK
131.25 13.00 132.00 145.00
19031.25 B
10 C-ARM COVER
MEDISPHERE
52.24 47.00 100.00 147.00
7679.28 B
11 LIGACLIPS LT200
ETHICON
255.16 19.00 144.00 163.00
41591.08 B
115 CRAPE-BANDA GE
4"DR.CHOICE
57.24 54.00 52.00 106.00
6067.4 A
“A” Category Items;
Percentage of volume of “A” items= (Volume of A category items ÷ Volume of total
inventory) × 100
= (2567 ÷ 25058) × 100
= 10.244 %
Percentage of value of “A” items = (Value of A category items ÷ Value of total
inventory) × 100
= (2573351.84 ÷ 3766940.7) × 100
= 68.31 %
Following are the list of “B” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPEN
ING
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value of
Stock
Categ
ory
1 CHEST DRAINAGE
CATHETER FLEXO CATH
126.14 11.00 100.00 111.00
14001.54 B
2 ROMOVAC SET 12
ROMSON
147.34 4.00 110.00 114.00
16796.76 B
3 INTRODUCER NEEDLES
BIOROD 18G 7CM
44.52 16.00 102.00 118.00
5253.36 B
4 EDWARDS SINGLE LINE
PRESSURE MONITORING
KIT
689.00 11.00 112.00 123.00
84747 B
5 SKIN STAPLERS ETHICON
475.23 17.00 115.00 132.00
62730.36 B
6 PRISMASOL 5 LTR
1272.00 57.00 80.00 137.00
174264 B
7 JELCO NEEDLE 20G
25.97 49.00 91.00 140.00
3635.8 B
8 SOLUS 1-0
150.37 21.00 120.00 141.00
21202.17 B
9 VENTILATOR CIRCUT
(ADULT) LIFETRACK
131.25 13.00 132.00 145.00
19031.25 B
10 C-ARM COVER
MEDISPHERE
52.24 47.00 100.00 147.00
7679.28 B
11 LIGACLIPS LT200
ETHICON
255.16 19.00 144.00 163.00
41591.08 B
48
12 MAYO'S TROLLEY
COVER
62.71 45.00 128.00 173.00
10848.83 B
13 SOFWRAP 15CMX3MM
GOLDWIN
43.57 73.00 101.00 174.00
7581.18 B
14 ET TUBE CUFFED 8.0 MM
104.42 17.00 182.00 199.00
20779.58 B
15 HORIZON LIGATING
CLIP, SMALL RED
423.30 16.00 185.00 201.00
85083.3 B
16 GLOVES MICROOPTIC 7.0
40.58 9.00 200.00 209.00
8481.22 B
17 TRULON 3.0
24.12 0.00 216.00 216.00
5209.92 B
18 CD MOSER BEAR WITH
LOGO PRINTING
9.82 22.00 227.00 249.00
2445.18 B
19 STOP COCK 3-WAY
(100CM) - BD
49.82 0.00 308.00 308.00
15344.56 B
20 ETHILON 2-0
78.21 7.00 337.00 344.00
26904.24 B
21 BACTERIAL HME
FILTERS ADULT
102.71 51.00 300.00 351.00
36051.21 B
22 OXYGEN MASK ADULT
VINJO
22.81 106.00 250.00 356.00
8120.36 B
23 ACT ACTALYKE C-ACT
TUBE BLACK BLS
94.21 85.00 303.00 388.00
36553.48 B
24 VENFLON 20G(BD)
26.66 48.00 350.00 398.00
10610.68 B
25 IV3000 7CM X 9CM
27.00 48.00 452.00 500.00
13500 B
“B” Category Items;
Percentage of volume of “B” items= (Volume of B category items ÷ Volume of total
inventory) × 100
= (5537 ÷ 25058) × 100
= 20.096 %
Percentage of value of “B” items = (Value of B category items ÷ Value of total
inventory) × 100
= (738446.34 ÷ 3766940.7) × 100
= 19.60 %
12 MAYO'S TROLLEY
COVER
62.71 45.00 128.00 173.00
10848.83 B
13 SOFWRAP 15CMX3MM
GOLDWIN
43.57 73.00 101.00 174.00
7581.18 B
14 ET TUBE CUFFED 8.0 MM
104.42 17.00 182.00 199.00
20779.58 B
15 HORIZON LIGATING
CLIP, SMALL RED
423.30 16.00 185.00 201.00
85083.3 B
16 GLOVES MICROOPTIC 7.0
40.58 9.00 200.00 209.00
8481.22 B
17 TRULON 3.0
24.12 0.00 216.00 216.00
5209.92 B
18 CD MOSER BEAR WITH
LOGO PRINTING
9.82 22.00 227.00 249.00
2445.18 B
19 STOP COCK 3-WAY
(100CM) - BD
49.82 0.00 308.00 308.00
15344.56 B
20 ETHILON 2-0
78.21 7.00 337.00 344.00
26904.24 B
21 BACTERIAL HME
FILTERS ADULT
102.71 51.00 300.00 351.00
36051.21 B
22 OXYGEN MASK ADULT
VINJO
22.81 106.00 250.00 356.00
8120.36 B
23 ACT ACTALYKE C-ACT
TUBE BLACK BLS
94.21 85.00 303.00 388.00
36553.48 B
24 VENFLON 20G(BD)
26.66 48.00 350.00 398.00
10610.68 B
25 IV3000 7CM X 9CM
27.00 48.00 452.00 500.00
13500 B
“B” Category Items;
Percentage of volume of “B” items= (Volume of B category items ÷ Volume of total
inventory) × 100
= (5537 ÷ 25058) × 100
= 20.096 %
Percentage of value of “B” items = (Value of B category items ÷ Value of total
inventory) × 100
= (738446.34 ÷ 3766940.7) × 100
= 19.60 %
49
Following are the list of “C” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPENI
NG
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value of
Stock
Cat
ego
ry
1 OMNIPAQUE 350MG
X50ML (IOHEXOL)
424.00 54.00 524.00 578.00
245072 C
2 GLOVES GAMMEX 7 37.80 130.00 455.00 585.00 22113 C
3 PLASTIC APRON DELUXE 6.36 115.00 502.00 617.00 3924.12 C
4 PRESSURE MONITORING
LINES M-F 200CM
23.59 60.00 755.00 815.00
19225.9 C
5 DRAPES D301 SURGIWEA R 71.36 71.00 753.00 824.00 58800.6 C
6 GLOVES STERILE, SIZE: 6.5
- DR.CHOICE
12.49 0.00 1000.00 1000.00
12490 C
7 SYRINGE - 10ML (
ROMSON )
3.53 96.00 2005.00 2101.00
7416.53 C
8 LAP SPONGE 30X30, 8PLY,
5S
14.24 1681.00 1010.00 2691.00
38319.8 C
9 GLOVES DR.CHOICE
(02774700000073333)
11.55 1744.00 1282.00 3026.00
34950.3 C
10 B.P.BLADE SURGON 2.72 1615.00 3102.00 4717.00 12830.2 C
“C” Category Items;
Percentage of volume of “C” items= (Volume of C category items ÷ Volume of total
inventory) × 100
= (16954 ÷ 25058) × 100
= 67.66 %
Percentage of value of “C” items = (Value of C category items ÷ Value of total
inventory) × 100
= (455142.54 ÷ 3766940.7) × 100
= 12.08 %
Following are the list of “C” Category Items
Sr.
No.
Item Name
UNIT
Price in
Rupees
OPENI
NG
QTY
QOH
RCVD
QTY
Total
Stock
Qty
Value of
Stock
Cat
ego
ry
1 OMNIPAQUE 350MG
X50ML (IOHEXOL)
424.00 54.00 524.00 578.00
245072 C
2 GLOVES GAMMEX 7 37.80 130.00 455.00 585.00 22113 C
3 PLASTIC APRON DELUXE 6.36 115.00 502.00 617.00 3924.12 C
4 PRESSURE MONITORING
LINES M-F 200CM
23.59 60.00 755.00 815.00
19225.9 C
5 DRAPES D301 SURGIWEA R 71.36 71.00 753.00 824.00 58800.6 C
6 GLOVES STERILE, SIZE: 6.5
- DR.CHOICE
12.49 0.00 1000.00 1000.00
12490 C
7 SYRINGE - 10ML (
ROMSON )
3.53 96.00 2005.00 2101.00
7416.53 C
8 LAP SPONGE 30X30, 8PLY,
5S
14.24 1681.00 1010.00 2691.00
38319.8 C
9 GLOVES DR.CHOICE
(02774700000073333)
11.55 1744.00 1282.00 3026.00
34950.3 C
10 B.P.BLADE SURGON 2.72 1615.00 3102.00 4717.00 12830.2 C
“C” Category Items;
Percentage of volume of “C” items= (Volume of C category items ÷ Volume of total
inventory) × 100
= (16954 ÷ 25058) × 100
= 67.66 %
Percentage of value of “C” items = (Value of C category items ÷ Value of total
inventory) × 100
= (455142.54 ÷ 3766940.7) × 100
= 12.08 %
50
Selected items were categorized as FSN, and sorted by consultation with Organisational
guide
F Category _ Items that have faster rate of consumption and require recurrent
purchasing
S Category _ Items that have comparatively slower rate of consumtion and does
not need recurrent purchasing
N Category _ Items which are more or less stagnant and does not need to
purchase over a longer duration.
FSN Categorization
Following are the list of “F” Category Items
Sr.
No.
ITEM NAME
ISSUED
Qty
Monthly
Consump
tion
CLOSI
NG Qty
Move
ment
Category
1 0.6 MM 2 HOLE GAP PLATE 1.00 0.17 0.00 0 F
2 5MM WEDGE ANCHOR II WITH
NO.2 FORCE FIBER
3.00 0.50 0.00
0 F
3 A O TYPE CLAMP DOUBLE PIN 2.00 0.33 0.00 0 F
4 ABGEL (GELOSTAT)
ABSORBABLE GELATINE SPONGE
100.00 16.67 0.00
0 F
5 ACRYS OF IQ, 1.00 0.17 0.00 0 F
6 ARTERIAL FILTER WITH LOOP 1.00 0.17 0.00 0 F
7 B.B SILK 2 R826 ETHICON 6.00 1.00 0.00 0 F
8 BACTERIAL AND VIRAL FILTERS
PEDIATRIC STARMED
11.00 1.83 0.00
0 F
9 BLOOD TUBING - SINGLE PRE
PUMP
2.00 0.33 0.00
0 F
10 CANCELLOUS LOCKING SCREW 4.00 0.67 0.00 0 F
11 CANNULATED CANCELLOUS
SCREW
1.00 0.17 0.00
0 F
12 CANTATA MICROCATHETER 1.00 0.17 0.00 0 F
13 CERVICA L PEEK CAGE 2.00 0.33 0.00 0 F
14 CERVICA L PLATE 1.00 0.17 0.00 0 F
15 CERVICA L SPINE LOCKING PLATE 2.00 0.33 0.00 0 F
16 CUSTOM TBING PACK, 2.00 0.33 0.00 0 F
17 DENALI FEMORAL VENA CAVA
FILTER
3.00 0.50 0.00
0 F
18 DIAGNOSTIC CATHETER 1.00 0.17 0.00 0 F
19 DISCOFIX 3WAY STOP COCK 100.00 16.67 0.00 0 F
Selected items were categorized as FSN, and sorted by consultation with Organisational
guide
F Category _ Items that have faster rate of consumption and require recurrent
purchasing
S Category _ Items that have comparatively slower rate of consumtion and does
not need recurrent purchasing
N Category _ Items which are more or less stagnant and does not need to
purchase over a longer duration.
FSN Categorization
Following are the list of “F” Category Items
Sr.
No.
ITEM NAME
ISSUED
Qty
Monthly
Consump
tion
CLOSI
NG Qty
Move
ment
Category
1 0.6 MM 2 HOLE GAP PLATE 1.00 0.17 0.00 0 F
2 5MM WEDGE ANCHOR II WITH
NO.2 FORCE FIBER
3.00 0.50 0.00
0 F
3 A O TYPE CLAMP DOUBLE PIN 2.00 0.33 0.00 0 F
4 ABGEL (GELOSTAT)
ABSORBABLE GELATINE SPONGE
100.00 16.67 0.00
0 F
5 ACRYS OF IQ, 1.00 0.17 0.00 0 F
6 ARTERIAL FILTER WITH LOOP 1.00 0.17 0.00 0 F
7 B.B SILK 2 R826 ETHICON 6.00 1.00 0.00 0 F
8 BACTERIAL AND VIRAL FILTERS
PEDIATRIC STARMED
11.00 1.83 0.00
0 F
9 BLOOD TUBING - SINGLE PRE
PUMP
2.00 0.33 0.00
0 F
10 CANCELLOUS LOCKING SCREW 4.00 0.67 0.00 0 F
11 CANNULATED CANCELLOUS
SCREW
1.00 0.17 0.00
0 F
12 CANTATA MICROCATHETER 1.00 0.17 0.00 0 F
13 CERVICA L PEEK CAGE 2.00 0.33 0.00 0 F
14 CERVICA L PLATE 1.00 0.17 0.00 0 F
15 CERVICA L SPINE LOCKING PLATE 2.00 0.33 0.00 0 F
16 CUSTOM TBING PACK, 2.00 0.33 0.00 0 F
17 DENALI FEMORAL VENA CAVA
FILTER
3.00 0.50 0.00
0 F
18 DIAGNOSTIC CATHETER 1.00 0.17 0.00 0 F
19 DISCOFIX 3WAY STOP COCK 100.00 16.67 0.00 0 F
51
PLAIN
20 DISSECTING TOLLS F2 3.00 0.50 0.00 0 F
21 DISTAL FEMUR LOCKED PLATE 1.00 0.17 0.00 0 F
22 E.T TUBE 3.0 UNCUF 2.00 0.33 0.00 0 F
23 ENDEAVOR RESOLUTE STENT 2.00 0.33 0.00 0 F
24 ENDO BRONCHIA L TUBE 1.00 0.17 0.00 0 F
25 ESTERLUS 2-0 1.00 0.17 0.00 0 F
26 ETHILON 2-0 344.00 57.33 0.00 0 F
27 EYE SHIELDS 13.00 2.17 0.00 0 F
28 GLOVES DR.CHOICE 3026.00 504.33 0.00 0 F
29 HEART VALVE PERIMOUNT 2.00 0.33 0.00 0 F
30 LAUREATE CASSETS 4.00 0.67 0.00 0 F
31 MAHURKAR MAXID DL CATH KIT
36C
6.00 1.00 0.00
0 F
32 MALECOT NEPHROSTOMY SET
14F
3.00 0.50 0.00
0 F
33 PACEMAKER LEAD WITH MRI 5.00 0.83 0.00 0 F
34 PERITONEA L DIALYSIS
CATHETER KIT
1.00 0.17 0.00
0 F
35 PRISMAFLEX M100 8.00 1.33 0.00 0 F
36 PROLENE MESH, 2.00 0.33 0.00 0 F
37 PROLUS 8-0 PL2086F LOTUS 61.00 10.17 0.00 0 F
38 VANGUARD PS TIBIAL BEARING 5.00 0.83 0.00 0 F
“F” Category Items;
These are the items from inventory that have fast movement.
There are no items in closing stock as per monthly consumption
Following are the list of “S” Category Items
Sr.
No.
ITEM NAME
ISSUED
Qty
Monthl
y
Consu
mption
CLOSI
NG
Qty
Movemen
t
Cate
gory
1 MAYO'S TROLLEY COVER 169.00 28.17 4.00 0.1420118 S
2 CD MOSER BEAR WITH LOGO
PRINTING
243.00 40.50 6.00
0.1481481 S
3 INTRODUCER NEEDLES BIOROD
18G 7CM
114.00 19.00 4.00
0.2105263 S
4 SYRINGE - 10ML ( ROMSON ) 2011.00 335.17 90.00 0.2685231 S
5 IV3000 7CM X 9CM 469.00 78.17 31.00 0.3965885 S
6 DRAPES D904 SURGIWEA R 48.00 8.00 4.00 0.5 S
PLAIN
20 DISSECTING TOLLS F2 3.00 0.50 0.00 0 F
21 DISTAL FEMUR LOCKED PLATE 1.00 0.17 0.00 0 F
22 E.T TUBE 3.0 UNCUF 2.00 0.33 0.00 0 F
23 ENDEAVOR RESOLUTE STENT 2.00 0.33 0.00 0 F
24 ENDO BRONCHIA L TUBE 1.00 0.17 0.00 0 F
25 ESTERLUS 2-0 1.00 0.17 0.00 0 F
26 ETHILON 2-0 344.00 57.33 0.00 0 F
27 EYE SHIELDS 13.00 2.17 0.00 0 F
28 GLOVES DR.CHOICE 3026.00 504.33 0.00 0 F
29 HEART VALVE PERIMOUNT 2.00 0.33 0.00 0 F
30 LAUREATE CASSETS 4.00 0.67 0.00 0 F
31 MAHURKAR MAXID DL CATH KIT
36C
6.00 1.00 0.00
0 F
32 MALECOT NEPHROSTOMY SET
14F
3.00 0.50 0.00
0 F
33 PACEMAKER LEAD WITH MRI 5.00 0.83 0.00 0 F
34 PERITONEA L DIALYSIS
CATHETER KIT
1.00 0.17 0.00
0 F
35 PRISMAFLEX M100 8.00 1.33 0.00 0 F
36 PROLENE MESH, 2.00 0.33 0.00 0 F
37 PROLUS 8-0 PL2086F LOTUS 61.00 10.17 0.00 0 F
38 VANGUARD PS TIBIAL BEARING 5.00 0.83 0.00 0 F
“F” Category Items;
These are the items from inventory that have fast movement.
There are no items in closing stock as per monthly consumption
Following are the list of “S” Category Items
Sr.
No.
ITEM NAME
ISSUED
Qty
Monthl
y
Consu
mption
CLOSI
NG
Qty
Movemen
t
Cate
gory
1 MAYO'S TROLLEY COVER 169.00 28.17 4.00 0.1420118 S
2 CD MOSER BEAR WITH LOGO
PRINTING
243.00 40.50 6.00
0.1481481 S
3 INTRODUCER NEEDLES BIOROD
18G 7CM
114.00 19.00 4.00
0.2105263 S
4 SYRINGE - 10ML ( ROMSON ) 2011.00 335.17 90.00 0.2685231 S
5 IV3000 7CM X 9CM 469.00 78.17 31.00 0.3965885 S
6 DRAPES D904 SURGIWEA R 48.00 8.00 4.00 0.5 S
52
7 DRAPES D301 SURGIWEA R 760.00 126.67 64.00 0.5052632 S
8 GENERA L SURGERY PACK -
MEDISPHERE
10.00 1.67 1.00
0.6 S
9 PROLENE 1 NW896 ETHICON 8.00 1.33 1.00 0.75 S
10 SWAN-GANZ CATHETER 7F 39.00 6.50 5.00 0.7692308 S
11 OMNIPAQUE 350MG X50ML
(IOHEXOL)
508.00 84.67 70.00
0.8267717 S
12 ACT ACTALYKE C-ACT TUBE
BLACK BLS
341.00 56.83 47.00
0.8269795 S
13 ROMOVAC SET 12 ROMSON 100.00 16.67 14.00 0.84 S
14 PRISMASOL 5 LTR 119.00 19.83 18.00 0.907563 S
15 MONOLUS 3-0 LNW3326(M)
LOTUS
66.00 11.00 10.00
0.9090909 S
16 GLOVES GAMMEX 7 503.00 83.83 82.00 0.9781312 S
17 EPIDURAL CATHETER
MINIPACK-I 16G
55.00 9.17 9.00
0.9818182 S
18 DARK GOGGLES (BLACK) 24.00 4.00 4.00 1 S
19 TRIPLE LUMEN CATHETER 12FR 54.00 9.00 9.00 1 S
20 LAP SPONGE 30X30, 8PLY, 5S
2306.00 384.33
385.0
0 1.0017346 S
21 TERUMO GUIDE WIRE "J" TIP 35.00 5.83 6.00 1.0285714 S
22 3M -6640 DRAPE IOBAN 62.00 10.33 11.00 1.0645161 S
23 EARTHING PAD 50.00 8.33 9.00 1.08 S
24 OXYGEN MASK ADULT VINJO 301.00 50.17 55.00 1.0963455 S
25 MERSILK 2-0 31.00 5.17 6.00 1.1612903 S
26 SOLUS 1-0 118.00 19.67 23.00 1.1694915 S
27 PRESSURE MONITORING LINES
M-F 200CM
680.00 113.33
135.0
0 1.1911765 S
28 OMNISCAN 0.5MMOL 10ML 50.00 8.33 10.00 1.2 S
29 EDWARDS SINGLE LINE
PRESSURE MONITORING KIT
101.00 16.83 22.00
1.3069307 S
30 GLOVES STERILE, SIZE: 6.5 -
DR.CHOICE
812.00 135.33
188.0
0 1.3891626 S
31 STOP COCK 3-WAY (100CM) - BD 250.00 41.67 58.00 1.392 S
32 LIGACLIPS LT200 ETHICON 131.00 21.83 32.00 1.4656489 S
33 CANISTER WITH GEL 4.00 0.67 1.00 1.5 S
34 STELUS 6-0 LS649 LOTUS 56.00 9.33 14.00 1.5 S
35 VICRYL 3-0 NW2472 ETHICON 8.00 1.33 2.00 1.5 S
36 SKIN STAPLERS ETHICON 105.00 17.50 27.00 1.5428571 S
37 CHEST DRAINAGE CATHETER
FLEXO CATH
88.00 14.67 23.00
1.5681818 S
38 MONOCRYL PLUS 3-0 MCP3326,
ETHICON
64.00 10.67 17.00
1.59375 S
39 ABDOMINAL DRAINAGE KIT
28FG
15.00 2.50 4.00
1.6 S
7 DRAPES D301 SURGIWEA R 760.00 126.67 64.00 0.5052632 S
8 GENERA L SURGERY PACK -
MEDISPHERE
10.00 1.67 1.00
0.6 S
9 PROLENE 1 NW896 ETHICON 8.00 1.33 1.00 0.75 S
10 SWAN-GANZ CATHETER 7F 39.00 6.50 5.00 0.7692308 S
11 OMNIPAQUE 350MG X50ML
(IOHEXOL)
508.00 84.67 70.00
0.8267717 S
12 ACT ACTALYKE C-ACT TUBE
BLACK BLS
341.00 56.83 47.00
0.8269795 S
13 ROMOVAC SET 12 ROMSON 100.00 16.67 14.00 0.84 S
14 PRISMASOL 5 LTR 119.00 19.83 18.00 0.907563 S
15 MONOLUS 3-0 LNW3326(M)
LOTUS
66.00 11.00 10.00
0.9090909 S
16 GLOVES GAMMEX 7 503.00 83.83 82.00 0.9781312 S
17 EPIDURAL CATHETER
MINIPACK-I 16G
55.00 9.17 9.00
0.9818182 S
18 DARK GOGGLES (BLACK) 24.00 4.00 4.00 1 S
19 TRIPLE LUMEN CATHETER 12FR 54.00 9.00 9.00 1 S
20 LAP SPONGE 30X30, 8PLY, 5S
2306.00 384.33
385.0
0 1.0017346 S
21 TERUMO GUIDE WIRE "J" TIP 35.00 5.83 6.00 1.0285714 S
22 3M -6640 DRAPE IOBAN 62.00 10.33 11.00 1.0645161 S
23 EARTHING PAD 50.00 8.33 9.00 1.08 S
24 OXYGEN MASK ADULT VINJO 301.00 50.17 55.00 1.0963455 S
25 MERSILK 2-0 31.00 5.17 6.00 1.1612903 S
26 SOLUS 1-0 118.00 19.67 23.00 1.1694915 S
27 PRESSURE MONITORING LINES
M-F 200CM
680.00 113.33
135.0
0 1.1911765 S
28 OMNISCAN 0.5MMOL 10ML 50.00 8.33 10.00 1.2 S
29 EDWARDS SINGLE LINE
PRESSURE MONITORING KIT
101.00 16.83 22.00
1.3069307 S
30 GLOVES STERILE, SIZE: 6.5 -
DR.CHOICE
812.00 135.33
188.0
0 1.3891626 S
31 STOP COCK 3-WAY (100CM) - BD 250.00 41.67 58.00 1.392 S
32 LIGACLIPS LT200 ETHICON 131.00 21.83 32.00 1.4656489 S
33 CANISTER WITH GEL 4.00 0.67 1.00 1.5 S
34 STELUS 6-0 LS649 LOTUS 56.00 9.33 14.00 1.5 S
35 VICRYL 3-0 NW2472 ETHICON 8.00 1.33 2.00 1.5 S
36 SKIN STAPLERS ETHICON 105.00 17.50 27.00 1.5428571 S
37 CHEST DRAINAGE CATHETER
FLEXO CATH
88.00 14.67 23.00
1.5681818 S
38 MONOCRYL PLUS 3-0 MCP3326,
ETHICON
64.00 10.67 17.00
1.59375 S
39 ABDOMINAL DRAINAGE KIT
28FG
15.00 2.50 4.00
1.6 S
53
40 TRULON 3.0 169.00 28.17 47.00 1.6686391 S
41 JELCO NEEDLE 20G 107.00 17.83 33.00 1.8504673 S
42 ET TUBE CUFFED 8.0 MM 152.00 25.33 47.00 1.8552632 S
43 HORIZON LIGATING CLIP,
SMALL RED
153.00 25.50 48.00
1.8823529 S
44 BACTERIAL HME FILTERS
ADULT
264.00 44.00 87.00
1.9772727 S
45 BARD -MC1816 BIOPSY GUN 9.00 1.50 3.00 2 S
46 BILARY PERC DRAIN STENT
10FR
3.00 0.50 1.00
2 S
47 HIP U DRAPE D-501 3.00 0.50 1.00 2 S
48 INPUT SHEATH 5F 11CM 38INCH 63.00 10.50 21.00 2 S
49 TRUSYNTH 2.0 36.00 6.00 12.00 2 S
50 DIATHERMY ESU DISPOSABLE
PENCIL
68.00 11.33 23.00
2.0294118 S
51 Y CONNECTOR KIT 20.00 3.33 7.00 2.1 S
52 OPSITE INCISE 30CM 31.00 5.17 11.00 2.1290323 S
53 TIG RADIAL CATHETER 5F 14.00 2.33 5.00 2.1428571 S
54 G-PATCH LARGE, GP02 5.00 0.83 2.00 2.4 S
55 VISIPAQUE 320MG 50 ML 39.00 6.50 16.00 2.4615385 S
56 CRAPE-BANDA GE 4"DR.CHOICE 74.00 12.33 32.00 2.5945946 S
57 TRANSRADIAL SHEATH 6F 11.00 1.83 5.00 2.7272727 S
58 HERNIA KIT ETHICON 15.00 2.50 7.00 2.8 S
59 TRUWAX STERILISED
BONEWAX 2.5G
49.00 8.17 23.00
2.8163265 S
60 SURGICEL FIBRILLAR 1"X2" 27.00 4.50 13.00 2.8888889 S
61 DUAL LUMEN CATHETER
11.5FR/19.5CM STRAIGHT
10.00 1.67 5.00
3 S
62 DURAFLOW DUAL LUMEN
CATHETER
4.00 0.67 2.00
3 S
63 GUIDE WIRE 0.035X150CM
STRAIGHT TERUMO
6.00 1.00 3.00
3 S
64 GUIDING CATH H1 5F 2.00 0.33 1.00 3 S
65 VENFLON 20G(BD)
252.00 42.00
146.0
0 3.4761905 S
66 GLOVES MICROOPTIC 7.0 132.00 22.00 77.00 3.5 S
67 B.P.BLADE SURGON
2969.00 494.83
1748.
00 3.5325025 S
68 SOFWRAP 15CMX3MM
GOLDWIN
107.00 17.83 67.00
3.7570093 S
69 IO DRAPE LARGE, 11.00 1.83 7.00 3.8181818 S
70 PLASTIC APRON DELUXE
372.00 62.00
245.0
0 3.9516129 S
71 BILATERIA L KNEE O DRAPE 3.00 0.50 2.00 4 S
72 BMW GUIDE WIRE 0.014 X 190 J
TIP
6.00 1.00 4.00
4 S
40 TRULON 3.0 169.00 28.17 47.00 1.6686391 S
41 JELCO NEEDLE 20G 107.00 17.83 33.00 1.8504673 S
42 ET TUBE CUFFED 8.0 MM 152.00 25.33 47.00 1.8552632 S
43 HORIZON LIGATING CLIP,
SMALL RED
153.00 25.50 48.00
1.8823529 S
44 BACTERIAL HME FILTERS
ADULT
264.00 44.00 87.00
1.9772727 S
45 BARD -MC1816 BIOPSY GUN 9.00 1.50 3.00 2 S
46 BILARY PERC DRAIN STENT
10FR
3.00 0.50 1.00
2 S
47 HIP U DRAPE D-501 3.00 0.50 1.00 2 S
48 INPUT SHEATH 5F 11CM 38INCH 63.00 10.50 21.00 2 S
49 TRUSYNTH 2.0 36.00 6.00 12.00 2 S
50 DIATHERMY ESU DISPOSABLE
PENCIL
68.00 11.33 23.00
2.0294118 S
51 Y CONNECTOR KIT 20.00 3.33 7.00 2.1 S
52 OPSITE INCISE 30CM 31.00 5.17 11.00 2.1290323 S
53 TIG RADIAL CATHETER 5F 14.00 2.33 5.00 2.1428571 S
54 G-PATCH LARGE, GP02 5.00 0.83 2.00 2.4 S
55 VISIPAQUE 320MG 50 ML 39.00 6.50 16.00 2.4615385 S
56 CRAPE-BANDA GE 4"DR.CHOICE 74.00 12.33 32.00 2.5945946 S
57 TRANSRADIAL SHEATH 6F 11.00 1.83 5.00 2.7272727 S
58 HERNIA KIT ETHICON 15.00 2.50 7.00 2.8 S
59 TRUWAX STERILISED
BONEWAX 2.5G
49.00 8.17 23.00
2.8163265 S
60 SURGICEL FIBRILLAR 1"X2" 27.00 4.50 13.00 2.8888889 S
61 DUAL LUMEN CATHETER
11.5FR/19.5CM STRAIGHT
10.00 1.67 5.00
3 S
62 DURAFLOW DUAL LUMEN
CATHETER
4.00 0.67 2.00
3 S
63 GUIDE WIRE 0.035X150CM
STRAIGHT TERUMO
6.00 1.00 3.00
3 S
64 GUIDING CATH H1 5F 2.00 0.33 1.00 3 S
65 VENFLON 20G(BD)
252.00 42.00
146.0
0 3.4761905 S
66 GLOVES MICROOPTIC 7.0 132.00 22.00 77.00 3.5 S
67 B.P.BLADE SURGON
2969.00 494.83
1748.
00 3.5325025 S
68 SOFWRAP 15CMX3MM
GOLDWIN
107.00 17.83 67.00
3.7570093 S
69 IO DRAPE LARGE, 11.00 1.83 7.00 3.8181818 S
70 PLASTIC APRON DELUXE
372.00 62.00
245.0
0 3.9516129 S
71 BILATERIA L KNEE O DRAPE 3.00 0.50 2.00 4 S
72 BMW GUIDE WIRE 0.014 X 190 J
TIP
6.00 1.00 4.00
4 S
54
73 VENTILATOR CIRCUT (ADULT)
LIFETRACK
87.00 14.50 58.00
4 S
74 HIV KIT - AMKAY 4.00 0.67 3.00 4.5 S
75 ETHIBOND 5-0 W4846 ETHICON 9.00 1.50 8.00 5.3333333 S
76 DOUBLE J STENT 5FR 2.00 0.33 2.00 6 S
77 KNEE O DRAPE D-505 3.00 0.50 3.00 6 S
78 SENSTRACT LARGE VAC
GRANUFOAM DRESSING
1.00 0.17 1.00
6 S
79 SURGICEL 2"X3" FIBRILLA R 1953
ETHICON
8.00 1.33 8.00
6 S
80 VP SHUNT LOW PRESSURE 1.00 0.17 1.00 6 S
81 C-ARM COVER MEDISPHERE 71.00 11.83 76.00 6.4225352 S
82 TRUSILK 2.0 17.00 2.83 19.00 6.7058824 S
83 MICRO SURGICA L KNIVES
CRECENT
22.00 3.67 27.00
7.3636364 S
84 DISPOSABLE GOWN
REINFORCED,3M
6.00 1.00 8.00
8 S
85 HEMOCER POWDER 2GMS 3.00 0.50 4.00 8 S
86 DOUBLE J STENT BIORAD 32.00 5.33 46.00 8.625 S
87 CLING DRAPE CD 13.00 2.17 19.00 8.7692308 S
88 NEBULIZER MASK ADULT
VINJO
8.00 1.33 12.00
9 S
89 RADIAL PUNCTURE NEEDLE
20G
32.00 5.33 51.00
9.5625 S
90 BONE CEMENT 40G SIMPLEX 4.00 0.67 7.00 10.5 S
91 CARDIOPLEGIA DELIVERY
SYSTEM VISION/ON-LINE
2.00 0.33 4.00
12 S
92 COMBIND SPINAL/ EPIDURAL
MINIPAK 16G WITH LOCK
3.00 0.50 6.00
12 S
93 DISPOSABLE TWO-PART
TROCAR NEEDLE 18G
1.00 0.17 2.00
12 S
94 AFFINITY ARTERIAL FILTER 1.00 0.17 3.00 18 S
95 BLOWER MISTER KIT 1.00 0.17 3.00 18 S
96 CATHETER DIAGNOSTIC 5F
JR3.5 CORDIS
3.00 0.50 9.00
18 S
97 CSF FLOW CONTROL SHUNT 1.00 0.17 3.00 18 S
98 CUSTOMPACK NON -CORONARY
MEMBRANE
2.00 0.33 7.00
21 S
99 O-SCOPE DRAPE ECO LARGE 3.00 0.50 12.00 24 S
100 CONNECTOR 1/4 X 1/4 WITH
LUER LOCK
6.00 1.00 68.00
68 S
101 MICROSCOPE COVER 5 HOLE SP
1033 CLASSIC
2.00 0.33 98.00
294 S
“S” Category Items;
These are the items from inventory that have slow movement.
There is some volume of stock items left in closing stock as per monthly consumption
73 VENTILATOR CIRCUT (ADULT)
LIFETRACK
87.00 14.50 58.00
4 S
74 HIV KIT - AMKAY 4.00 0.67 3.00 4.5 S
75 ETHIBOND 5-0 W4846 ETHICON 9.00 1.50 8.00 5.3333333 S
76 DOUBLE J STENT 5FR 2.00 0.33 2.00 6 S
77 KNEE O DRAPE D-505 3.00 0.50 3.00 6 S
78 SENSTRACT LARGE VAC
GRANUFOAM DRESSING
1.00 0.17 1.00
6 S
79 SURGICEL 2"X3" FIBRILLA R 1953
ETHICON
8.00 1.33 8.00
6 S
80 VP SHUNT LOW PRESSURE 1.00 0.17 1.00 6 S
81 C-ARM COVER MEDISPHERE 71.00 11.83 76.00 6.4225352 S
82 TRUSILK 2.0 17.00 2.83 19.00 6.7058824 S
83 MICRO SURGICA L KNIVES
CRECENT
22.00 3.67 27.00
7.3636364 S
84 DISPOSABLE GOWN
REINFORCED,3M
6.00 1.00 8.00
8 S
85 HEMOCER POWDER 2GMS 3.00 0.50 4.00 8 S
86 DOUBLE J STENT BIORAD 32.00 5.33 46.00 8.625 S
87 CLING DRAPE CD 13.00 2.17 19.00 8.7692308 S
88 NEBULIZER MASK ADULT
VINJO
8.00 1.33 12.00
9 S
89 RADIAL PUNCTURE NEEDLE
20G
32.00 5.33 51.00
9.5625 S
90 BONE CEMENT 40G SIMPLEX 4.00 0.67 7.00 10.5 S
91 CARDIOPLEGIA DELIVERY
SYSTEM VISION/ON-LINE
2.00 0.33 4.00
12 S
92 COMBIND SPINAL/ EPIDURAL
MINIPAK 16G WITH LOCK
3.00 0.50 6.00
12 S
93 DISPOSABLE TWO-PART
TROCAR NEEDLE 18G
1.00 0.17 2.00
12 S
94 AFFINITY ARTERIAL FILTER 1.00 0.17 3.00 18 S
95 BLOWER MISTER KIT 1.00 0.17 3.00 18 S
96 CATHETER DIAGNOSTIC 5F
JR3.5 CORDIS
3.00 0.50 9.00
18 S
97 CSF FLOW CONTROL SHUNT 1.00 0.17 3.00 18 S
98 CUSTOMPACK NON -CORONARY
MEMBRANE
2.00 0.33 7.00
21 S
99 O-SCOPE DRAPE ECO LARGE 3.00 0.50 12.00 24 S
100 CONNECTOR 1/4 X 1/4 WITH
LUER LOCK
6.00 1.00 68.00
68 S
101 MICROSCOPE COVER 5 HOLE SP
1033 CLASSIC
2.00 0.33 98.00
294 S
“S” Category Items;
These are the items from inventory that have slow movement.
There is some volume of stock items left in closing stock as per monthly consumption
55
Following are the list of “N” Category Items
Sr.
No.
ITEM NAME
ISSUE
D Qty
Monthly
Consump
tion
CLOSI
NG Qty
Movement
Cate
gory
1 CABG KIT, CAT 0.00 0.00 2.00 #DIV/0! N
2 DERMARK SURGICA L SKIN
MARKER
0.00 0.00 5.00
#DIV/0! N
3 DISPOSALE INJECTOR &
CARTRIDGE FOR OPTHOL
0.00 0.00 9.00
#DIV/0! N
4 EMBOLECTOMY CATHETER
FOGARTY
0.00 0.00 1.00
#DIV/0! N
5 EYE DRAPE 0.00 0.00 19.00 #DIV/0! N
6 GEENEN PANCREATIC STENT, 5FR 0.00 0.00 3.00 #DIV/0! N
7 LOTUS ESTERLUS 2-0 0.00 0.00 12.00 #DIV/0! N
8 LUMBER PERRI.SHUNT 0.00 0.00 2.00 #DIV/0! N
9 NASAL BILIARY DRAINAGE SET 0.00 0.00 1.00 #DIV/0! N
10 SOF-FLEX PEDIATRIC DOUBLE
PIGTAIL URETERA L STENT
0.00 0.00 3.00
#DIV/0! N
11 UNIVERSA L SOFT URETERA L
STENT AND POSITIONER SET
0.00 0.00 5.00
#DIV/0! N
“N” Category Items;
These are the items from inventory that have No movement.
There is large volume of stock items left in closing stock as per monthly consumption
Following are the list of “N” Category Items
Sr.
No.
ITEM NAME
ISSUE
D Qty
Monthly
Consump
tion
CLOSI
NG Qty
Movement
Cate
gory
1 CABG KIT, CAT 0.00 0.00 2.00 #DIV/0! N
2 DERMARK SURGICA L SKIN
MARKER
0.00 0.00 5.00
#DIV/0! N
3 DISPOSALE INJECTOR &
CARTRIDGE FOR OPTHOL
0.00 0.00 9.00
#DIV/0! N
4 EMBOLECTOMY CATHETER
FOGARTY
0.00 0.00 1.00
#DIV/0! N
5 EYE DRAPE 0.00 0.00 19.00 #DIV/0! N
6 GEENEN PANCREATIC STENT, 5FR 0.00 0.00 3.00 #DIV/0! N
7 LOTUS ESTERLUS 2-0 0.00 0.00 12.00 #DIV/0! N
8 LUMBER PERRI.SHUNT 0.00 0.00 2.00 #DIV/0! N
9 NASAL BILIARY DRAINAGE SET 0.00 0.00 1.00 #DIV/0! N
10 SOF-FLEX PEDIATRIC DOUBLE
PIGTAIL URETERA L STENT
0.00 0.00 3.00
#DIV/0! N
11 UNIVERSA L SOFT URETERA L
STENT AND POSITIONER SET
0.00 0.00 5.00
#DIV/0! N
“N” Category Items;
These are the items from inventory that have No movement.
There is large volume of stock items left in closing stock as per monthly consumption
56
Selected items were categorized as VED, and sorted by consultation with Organisational
guide
VED Categorization
Following are the list of “V” Category Items
Sr. No. ITEM NAME UNIT Price
in Rupees
ISSUED
Qty Category
1 5MM WEDGE ANCHOR II WITH NO.2 FORCE
FIBER
9158.4 3.00
V
2 AFFINITY ARTERIAL FILTER 3178.00 1.00 V
3 ARTERIAL FILTER WITH LOOP 2768.22 1.00 V
4 BILARY PERC DRAIN STENT 10FR 786.38 3.00 V
5 BLOWER MISTER KIT 3291.50 1.00 V
6 BMW GUIDE WIRE 0.014 X 190 J TIP 4240 6.00 V
7 CABG KIT, CAT 2641.73 0.00 V
8 CARDIOPLEGIA DELIVERY SYSTEM
VISION/ON-LINE
3360.00 2.00
V
9 CUSTOMPACK NON -CORONARY
MEMBRANE
2415.00 2.00
V
10 DENALI FEMORAL VENA CAVA FILTER 48760.00 3.00 V
11 E.T TUBE 3.0 UNCUF 76.28 2.00 V
12 EMBOLECTOMY CATHETER FOGARTY 1581.45 0.00 V
13 ENDEAVOR RESOLUTE STENT 90000 2.00 V
14 ENDO BRONCHIA L TUBE 3281.96 1.00 V
15 HEART VALVE PERIMOUNT 185203.20 2.00 V
16 HEMOCER POWDER 2GMS 3816.00 3.00 V
17 NEBULIZER MASK ADULT VINJO 47.41 8.00 V
18 OMNIPAQUE 350MG X50ML (IOHEXOL) 424.00 508.00 V
19 OMNISCAN 0.5MMOL 10ML 833.16 50.00 V
20 VENTILATOR CIRCUT (ADULT) LIFETRACK 131.25 87.00 v
“V” Category Items
Vital: Shortage cannot be tolerated.
Selected items were categorized as VED, and sorted by consultation with Organisational
guide
VED Categorization
Following are the list of “V” Category Items
Sr. No. ITEM NAME UNIT Price
in Rupees
ISSUED
Qty Category
1 5MM WEDGE ANCHOR II WITH NO.2 FORCE
FIBER
9158.4 3.00
V
2 AFFINITY ARTERIAL FILTER 3178.00 1.00 V
3 ARTERIAL FILTER WITH LOOP 2768.22 1.00 V
4 BILARY PERC DRAIN STENT 10FR 786.38 3.00 V
5 BLOWER MISTER KIT 3291.50 1.00 V
6 BMW GUIDE WIRE 0.014 X 190 J TIP 4240 6.00 V
7 CABG KIT, CAT 2641.73 0.00 V
8 CARDIOPLEGIA DELIVERY SYSTEM
VISION/ON-LINE
3360.00 2.00
V
9 CUSTOMPACK NON -CORONARY
MEMBRANE
2415.00 2.00
V
10 DENALI FEMORAL VENA CAVA FILTER 48760.00 3.00 V
11 E.T TUBE 3.0 UNCUF 76.28 2.00 V
12 EMBOLECTOMY CATHETER FOGARTY 1581.45 0.00 V
13 ENDEAVOR RESOLUTE STENT 90000 2.00 V
14 ENDO BRONCHIA L TUBE 3281.96 1.00 V
15 HEART VALVE PERIMOUNT 185203.20 2.00 V
16 HEMOCER POWDER 2GMS 3816.00 3.00 V
17 NEBULIZER MASK ADULT VINJO 47.41 8.00 V
18 OMNIPAQUE 350MG X50ML (IOHEXOL) 424.00 508.00 V
19 OMNISCAN 0.5MMOL 10ML 833.16 50.00 V
20 VENTILATOR CIRCUT (ADULT) LIFETRACK 131.25 87.00 v
“V” Category Items
Vital: Shortage cannot be tolerated.
57
Following are the list of “E” Category Items
Sr. No. ITEM NAME UNIT
Price in
Rupees
ISSUED
Qty
Category
1 0.6 MM 2 HOLE GAP PLATE 531.72 1.00 E
2 A O TYPE CLAMP DOUBLE PIN 742 2.00 E
3 ABGEL (GELOSTAT) ABSORBABLE
GELATINE SPONGE
70.74 100.00
E
4 ACRYS OF IQ, 6000 1.00 E
5 ACT ACTALYKE C-ACT TUBE BLACK BLS 94.21 341.00 E
6 B.B SILK 2 R826 ETHICON 312.02 6.00 E
7 BACTERIAL AND VIRAL FILTERS
PEDIATRIC STARMED
129.68 11.00
E
8 BACTERIAL HME FILTERS ADULT 102.71 264.00 E
9 BARD -MC1816 BIOPSY GUN 1696.00 9.00 E
10 BILATERIA L KNEE O DRAPE 1153.28 3.00 E
11 BLOOD TUBING - SINGLE PRE PUMP 121.5 2.00 E
12 CANTATA MICROCATHETER 14476.35 1.00 E
13 CATHETER DIAGNOSTIC 5F JR3.5 CORDIS 991.1 3.00 E
14 CERVICA L PEEK CAGE 9836.8 2.00 E
15 CERVICA L PLATE 4861.44 1.00 E
16 CERVICA L SPINE LOCKING PLATE 1704.48 2.00 E
17 CHEST DRAINAGE CATHETER FLEXO CATH 126.14 88.00 E
18 COMBIND SPINAL/ EPIDURAL MINIPAK 16G
WITH LOCK
1245.55 3.00
E
19 CSF FLOW CONTROL SHUNT 15369.75 1.00 E
20 CUSTOM TBING PACK, 2894.25 2.00 E
21 DIAGNOSTIC CATHETER 1568.80 1.00 E
22 DOUBLE J STENT 5FR 623.60 2.00 E
23 DOUBLE J STENT BIORAD 256.52 32.00 E
24 DRAPES D301 SURGIWEA R 71.36 760.00 E
25 DUAL LUMEN CATHETER 11.5FR/19.5CM
STRAIGHT
1460.15 10.00
E
26 DURAFLOW DUAL LUMEN CATHETER 2089.53 4.00 E
27 EARTHING PAD 312.13 50.00 E
28 EDWARDS SINGLE LINE PRESSURE
MONITORING KIT
689.00 101.00
E
29 EPIDURAL CATHETER MINIPACK -I 16G 525.23 55.00 E
30 ESTERLUS 2-0 2284.61 1.00 E
31 ET TUBE CUFFED 8.0 MM 104.42 152.00 E
32 ETHIBOND 5-0 W4846 ETHICON 695.72 9.00 E
33 ETHILON 2-0 78.21 344.00 E
Following are the list of “E” Category Items
Sr. No. ITEM NAME UNIT
Price in
Rupees
ISSUED
Qty
Category
1 0.6 MM 2 HOLE GAP PLATE 531.72 1.00 E
2 A O TYPE CLAMP DOUBLE PIN 742 2.00 E
3 ABGEL (GELOSTAT) ABSORBABLE
GELATINE SPONGE
70.74 100.00
E
4 ACRYS OF IQ, 6000 1.00 E
5 ACT ACTALYKE C-ACT TUBE BLACK BLS 94.21 341.00 E
6 B.B SILK 2 R826 ETHICON 312.02 6.00 E
7 BACTERIAL AND VIRAL FILTERS
PEDIATRIC STARMED
129.68 11.00
E
8 BACTERIAL HME FILTERS ADULT 102.71 264.00 E
9 BARD -MC1816 BIOPSY GUN 1696.00 9.00 E
10 BILATERIA L KNEE O DRAPE 1153.28 3.00 E
11 BLOOD TUBING - SINGLE PRE PUMP 121.5 2.00 E
12 CANTATA MICROCATHETER 14476.35 1.00 E
13 CATHETER DIAGNOSTIC 5F JR3.5 CORDIS 991.1 3.00 E
14 CERVICA L PEEK CAGE 9836.8 2.00 E
15 CERVICA L PLATE 4861.44 1.00 E
16 CERVICA L SPINE LOCKING PLATE 1704.48 2.00 E
17 CHEST DRAINAGE CATHETER FLEXO CATH 126.14 88.00 E
18 COMBIND SPINAL/ EPIDURAL MINIPAK 16G
WITH LOCK
1245.55 3.00
E
19 CSF FLOW CONTROL SHUNT 15369.75 1.00 E
20 CUSTOM TBING PACK, 2894.25 2.00 E
21 DIAGNOSTIC CATHETER 1568.80 1.00 E
22 DOUBLE J STENT 5FR 623.60 2.00 E
23 DOUBLE J STENT BIORAD 256.52 32.00 E
24 DRAPES D301 SURGIWEA R 71.36 760.00 E
25 DUAL LUMEN CATHETER 11.5FR/19.5CM
STRAIGHT
1460.15 10.00
E
26 DURAFLOW DUAL LUMEN CATHETER 2089.53 4.00 E
27 EARTHING PAD 312.13 50.00 E
28 EDWARDS SINGLE LINE PRESSURE
MONITORING KIT
689.00 101.00
E
29 EPIDURAL CATHETER MINIPACK -I 16G 525.23 55.00 E
30 ESTERLUS 2-0 2284.61 1.00 E
31 ET TUBE CUFFED 8.0 MM 104.42 152.00 E
32 ETHIBOND 5-0 W4846 ETHICON 695.72 9.00 E
33 ETHILON 2-0 78.21 344.00 E
58
34 GEENEN PANCREATIC STENT, 5FR 1473.84 0.00 E
35 GENERA L SURGERY PACK - MEDISPHERE 879.90 10.00 E
36 GUIDE WIRE 0.035X150CM STRAIGHT
TERUMO
732.90 6.00
E
37 GUIDING CATH H1 5F 8904.00 2.00 E
38 HIV KIT - AMKAY 164.30 4.00 E
39 INTRODUCER NEEDLES BIOROD 18G 7CM 44.52 114.00 E
40 JELCO NEEDLE 20G 25.97 107.00 E
41 MERSILK 2-0 59.73 31.00 E
42 MICRO SURGICA L KNIVES CRECENT 42.00 22.00 E
43 MONOCRYL PLUS 3-0 MCP3326, ETHICON 290.04 64.00 E
44 MONOLUS 3-0 LNW3326(M) LOTUS 143.26 66.00 E
45 NASAL BILIARY DRAINAGE SET 6659.10 0.00 E
46 OXYGEN MASK ADULT VINJO 22.81 301.00 E
47 PERITONEA L DIALYSIS CATHETER KIT 5200.00 1.00 E
48 PROLENE MESH, 2211.10 2.00 E
49 PROLUS 8-0 PL2086F LOTUS 327.73 61.00 E
50 RADIAL PUNCTURE NEEDLE 20G 76.32 32.00 E
51 SOF-FLEX PEDIATRIC DOUBLE PIGTAIL
URETERA L STENT
5465.36 0.00
E
52 SURGICEL FIBRILLAR 1"X2" 1458.56 27.00 E
53 SWAN-GANZ CATHETER 7F 5512.00 39.00 E
54 TERUMO GUIDE WIRE "J" TIP 739.88 35.00 E
55 TIG RADIAL CATHETER 5F 1029.26 14.00 E
56 TRIPLE LUMEN CATHETER 12FR 1762.25 54.00 E
57 TRULON 3.0 24.12 169.00 E
58 TRUSILK 2.0 19.96 17.00 E
59 VICRYL 3-0 NW2472 ETHICON 221.50 8.00 E
60 VISIPAQUE 320MG 50 ML 772.74 39.00 E
61 VP SHUNT LOW PRESSURE 2671.28 1.00 E
“E” Category Items
Essential: Shortage can be tolerated for a short period.
34 GEENEN PANCREATIC STENT, 5FR 1473.84 0.00 E
35 GENERA L SURGERY PACK - MEDISPHERE 879.90 10.00 E
36 GUIDE WIRE 0.035X150CM STRAIGHT
TERUMO
732.90 6.00
E
37 GUIDING CATH H1 5F 8904.00 2.00 E
38 HIV KIT - AMKAY 164.30 4.00 E
39 INTRODUCER NEEDLES BIOROD 18G 7CM 44.52 114.00 E
40 JELCO NEEDLE 20G 25.97 107.00 E
41 MERSILK 2-0 59.73 31.00 E
42 MICRO SURGICA L KNIVES CRECENT 42.00 22.00 E
43 MONOCRYL PLUS 3-0 MCP3326, ETHICON 290.04 64.00 E
44 MONOLUS 3-0 LNW3326(M) LOTUS 143.26 66.00 E
45 NASAL BILIARY DRAINAGE SET 6659.10 0.00 E
46 OXYGEN MASK ADULT VINJO 22.81 301.00 E
47 PERITONEA L DIALYSIS CATHETER KIT 5200.00 1.00 E
48 PROLENE MESH, 2211.10 2.00 E
49 PROLUS 8-0 PL2086F LOTUS 327.73 61.00 E
50 RADIAL PUNCTURE NEEDLE 20G 76.32 32.00 E
51 SOF-FLEX PEDIATRIC DOUBLE PIGTAIL
URETERA L STENT
5465.36 0.00
E
52 SURGICEL FIBRILLAR 1"X2" 1458.56 27.00 E
53 SWAN-GANZ CATHETER 7F 5512.00 39.00 E
54 TERUMO GUIDE WIRE "J" TIP 739.88 35.00 E
55 TIG RADIAL CATHETER 5F 1029.26 14.00 E
56 TRIPLE LUMEN CATHETER 12FR 1762.25 54.00 E
57 TRULON 3.0 24.12 169.00 E
58 TRUSILK 2.0 19.96 17.00 E
59 VICRYL 3-0 NW2472 ETHICON 221.50 8.00 E
60 VISIPAQUE 320MG 50 ML 772.74 39.00 E
61 VP SHUNT LOW PRESSURE 2671.28 1.00 E
“E” Category Items
Essential: Shortage can be tolerated for a short period.
59
Following are the list of “D” Category Items
Sr. No. ITEM NAME UNIT
Price in
Rupees
ISSUED
Qty
Category
1 3M -6640 DRAPE IOBAN 305.17 62.00 D
2 ABDOMINAL DRAINAGE KIT 28FG 87.72 15.00 D
3 B.P.BLADE SURGON 2.72 2969.00 D
4 BONE CEMENT 40G SIMPLEX 1850.00 4.00 D
5 CANCELLOUS LOCKING SCREW 699.6 4.00 D
6 CANISTER WITH GEL 2571.25 4.00 D
7 CANNULATED CANCELLOUS SCREW 466.40 1.00 D
8 C-ARM COVER MEDISPHERE 52.24 71.00 D
9 CD MOSER BEAR WITH LOGO PRINTING 9.82 243.00 D
10 CLING DRAPE CD 32.44 13.00 D
11 CONNECTOR 1/4 X 1/4 WITH LUER LOCK 29.25 6.00 D
12 CRAPE-BANDAGE 4"DR.CHOICE 57.24 74.00 D
13 DARK GOGGLES (BLACK) 27.24 24.00 D
14 DERMARK SURGICAL SKIN MARKER 66.10 0.00 D
15 DIATHERMY ESU DISPOSABLE PENCIL 157.50 68.00 D
16 DISCOFIX 3WAY STOP COCK PLAIN 14.44 100.00 D
17 DISPOSABLE GOWN REINFORCED,3M 159.00 6.00 D
18 DISPOSABLE TWO-PART TROCAR NEEDLE 18G 465.25 1.00 D
19 DISPOSALE INJECTOR & CARTRIDGE FOR
OPTHOL
250.00 0.00
D
20 DISSECTING TOLLS F2 4331.16 3.00 D
21 DISTAL FEMUR LOCKED PLATE 8978.20 1.00 D
22 DRAPES D904 SURGIWEAR 124.70 48.00 D
23 EYE DRAPE 27.30 0.00 D
24 EYE SHIELDS 3.94 13.00 D
25 GLOVES DR.CHOICE (02774700000073333) 11.55 3026.00 D
26 GLOVES GAMMEX 7 37.80 503.00 D
27 GLOVES MICROOPTIC 7.0 40.58 132.00 D
28 GLOVES STERILE, SIZE: 6.5 - DR.CHOICE 12.49 812.00 D
29 G-PATCH LARGE, GP02 1187.88 5.00 D
30 HERNIA KIT ETHICON 1352.24 15.00 D
31 HIP U DRAPE D-501 945.69 3.00 D
32 HORIZON LIGATING CLIP, SMALL RED 423.30 153.00 D
33 INPUT SHEATH 5F 11CM 38INCH 612.68 63.00 D
34 IO DRAPE LARGE, 126.14 11.00 D
35 IV3000 7CM X 9CM 27.00 469.00 D
Following are the list of “D” Category Items
Sr. No. ITEM NAME UNIT
Price in
Rupees
ISSUED
Qty
Category
1 3M -6640 DRAPE IOBAN 305.17 62.00 D
2 ABDOMINAL DRAINAGE KIT 28FG 87.72 15.00 D
3 B.P.BLADE SURGON 2.72 2969.00 D
4 BONE CEMENT 40G SIMPLEX 1850.00 4.00 D
5 CANCELLOUS LOCKING SCREW 699.6 4.00 D
6 CANISTER WITH GEL 2571.25 4.00 D
7 CANNULATED CANCELLOUS SCREW 466.40 1.00 D
8 C-ARM COVER MEDISPHERE 52.24 71.00 D
9 CD MOSER BEAR WITH LOGO PRINTING 9.82 243.00 D
10 CLING DRAPE CD 32.44 13.00 D
11 CONNECTOR 1/4 X 1/4 WITH LUER LOCK 29.25 6.00 D
12 CRAPE-BANDAGE 4"DR.CHOICE 57.24 74.00 D
13 DARK GOGGLES (BLACK) 27.24 24.00 D
14 DERMARK SURGICAL SKIN MARKER 66.10 0.00 D
15 DIATHERMY ESU DISPOSABLE PENCIL 157.50 68.00 D
16 DISCOFIX 3WAY STOP COCK PLAIN 14.44 100.00 D
17 DISPOSABLE GOWN REINFORCED,3M 159.00 6.00 D
18 DISPOSABLE TWO-PART TROCAR NEEDLE 18G 465.25 1.00 D
19 DISPOSALE INJECTOR & CARTRIDGE FOR
OPTHOL
250.00 0.00
D
20 DISSECTING TOLLS F2 4331.16 3.00 D
21 DISTAL FEMUR LOCKED PLATE 8978.20 1.00 D
22 DRAPES D904 SURGIWEAR 124.70 48.00 D
23 EYE DRAPE 27.30 0.00 D
24 EYE SHIELDS 3.94 13.00 D
25 GLOVES DR.CHOICE (02774700000073333) 11.55 3026.00 D
26 GLOVES GAMMEX 7 37.80 503.00 D
27 GLOVES MICROOPTIC 7.0 40.58 132.00 D
28 GLOVES STERILE, SIZE: 6.5 - DR.CHOICE 12.49 812.00 D
29 G-PATCH LARGE, GP02 1187.88 5.00 D
30 HERNIA KIT ETHICON 1352.24 15.00 D
31 HIP U DRAPE D-501 945.69 3.00 D
32 HORIZON LIGATING CLIP, SMALL RED 423.30 153.00 D
33 INPUT SHEATH 5F 11CM 38INCH 612.68 63.00 D
34 IO DRAPE LARGE, 126.14 11.00 D
35 IV3000 7CM X 9CM 27.00 469.00 D
60
36 KNEE O DRAPE D-505 872.89 3.00 D
37 LAP SPONGE 30X30, 8PLY, 5S 14.24 2306.00 D
38 LAUREATE CASSETS 0.00 4.00 D
39 LIGACLIPS LT200 ETHICON 255.16 131.00 D
40 LOTUS ESTERLUS 2-0 2769.90 0.00 D
41 LUMBER PERRI.SHUNT 2805.35 0.00 D
42 MAHURKAR MAXID DL CATH KIT 36C 8505.00 6.00 D
43 MALECOT NEPHROSTOMY SET 14F 2849.28 3.00 D
44 MAYO'S TROLLEY COVER 62.71 169.00 D
45 MICROSCOPE COVER 5 HOLE SP 1033 CLASSIC 78.55 2.00 D
46 OPSITE INCISE 30CM 140.98 31.00 D
47 O-SCOPE DRAPE ECO LARGE 318.59 3.00 D
48 PACEMAKER LEAD WITH MRI 16430.00 5.00 D
49 PLASTIC APRON DELUXE 6.36 372.00 D
50 PRESSURE MONITORING LINES M-F 200CM 23.59 680.00 D
51 PRISMAFLEX M100 9647.50 8.00 D
52 PRISMASOL 5 LTR 1272.00 119.00 D
53 PROLENE 1 NW896 ETHICON 208.21 8.00 D
54 ROMOVAC SET 12 ROMSON 147.34 100.00 D
55 SENSTRACT LARGE VAC GRANUFOAM DRESSING 9724.00 1.00 D
56 SKIN STAPLERS ETHICON 475.23 105.00 D
57 SOFWRAP 15CMX3MM GOLDWIN 43.57 107.00 D
58 SOLUS 1-0 150.37 118.00 D
59 STELUS 6-0 LS649 LOTUS 585.48 56.00 D
60 STOP COCK 3-WAY (100CM) - BD 49.82 250.00 D
61 SURGICEL 2"X3" FIBRILLAR 1953 ETHICON 676.20 8.00 D
62 SYRINGE - 10ML ( ROMSON ) 3.53 2011.00 D
63 TRANSRADIAL SHEATH 6F 879.80 11.00 D
64 TRUSYNTH 2.0 121.28 36.00 D
65 TRUWAX STERILISED BONEWAX 2.5G 39.92 49.00 D
66 UNIVERSAL SOFT URETERAL STENT AND
POSITIONER SET
968.84 0.00
D
67 VANGUARD PS TIBIAL BEARING 12720.00 5.00 D
68 VENFLON 20G(BD) 26.66 252.00 D
69 Y CONNECTOR KIT 787.50 20.00 D
“D” Category Items
Desirable: Shortage will not adversely affect, but may be using more resources. These
must be strictly scrutinized
36 KNEE O DRAPE D-505 872.89 3.00 D
37 LAP SPONGE 30X30, 8PLY, 5S 14.24 2306.00 D
38 LAUREATE CASSETS 0.00 4.00 D
39 LIGACLIPS LT200 ETHICON 255.16 131.00 D
40 LOTUS ESTERLUS 2-0 2769.90 0.00 D
41 LUMBER PERRI.SHUNT 2805.35 0.00 D
42 MAHURKAR MAXID DL CATH KIT 36C 8505.00 6.00 D
43 MALECOT NEPHROSTOMY SET 14F 2849.28 3.00 D
44 MAYO'S TROLLEY COVER 62.71 169.00 D
45 MICROSCOPE COVER 5 HOLE SP 1033 CLASSIC 78.55 2.00 D
46 OPSITE INCISE 30CM 140.98 31.00 D
47 O-SCOPE DRAPE ECO LARGE 318.59 3.00 D
48 PACEMAKER LEAD WITH MRI 16430.00 5.00 D
49 PLASTIC APRON DELUXE 6.36 372.00 D
50 PRESSURE MONITORING LINES M-F 200CM 23.59 680.00 D
51 PRISMAFLEX M100 9647.50 8.00 D
52 PRISMASOL 5 LTR 1272.00 119.00 D
53 PROLENE 1 NW896 ETHICON 208.21 8.00 D
54 ROMOVAC SET 12 ROMSON 147.34 100.00 D
55 SENSTRACT LARGE VAC GRANUFOAM DRESSING 9724.00 1.00 D
56 SKIN STAPLERS ETHICON 475.23 105.00 D
57 SOFWRAP 15CMX3MM GOLDWIN 43.57 107.00 D
58 SOLUS 1-0 150.37 118.00 D
59 STELUS 6-0 LS649 LOTUS 585.48 56.00 D
60 STOP COCK 3-WAY (100CM) - BD 49.82 250.00 D
61 SURGICEL 2"X3" FIBRILLAR 1953 ETHICON 676.20 8.00 D
62 SYRINGE - 10ML ( ROMSON ) 3.53 2011.00 D
63 TRANSRADIAL SHEATH 6F 879.80 11.00 D
64 TRUSYNTH 2.0 121.28 36.00 D
65 TRUWAX STERILISED BONEWAX 2.5G 39.92 49.00 D
66 UNIVERSAL SOFT URETERAL STENT AND
POSITIONER SET
968.84 0.00
D
67 VANGUARD PS TIBIAL BEARING 12720.00 5.00 D
68 VENFLON 20G(BD) 26.66 252.00 D
69 Y CONNECTOR KIT 787.50 20.00 D
“D” Category Items
Desirable: Shortage will not adversely affect, but may be using more resources. These
must be strictly scrutinized
61
Chapter 6
FINDINGS
&
SUGGESTIONS
Chapter 6
FINDINGS
&
SUGGESTIONS
62
Share of ABC Categorized Items in total Volume of inventory
It was founded that C category of items constituted maximum share which was 68% of
total inventory based on volume, B – 22 % and A-10 % of total inventory taken into
account for study purpose.
A
10%
B
22%
C
68%
ABC Analysis based on Volume
Share of ABC Categorized Items in total Volume of inventory
It was founded that C category of items constituted maximum share which was 68% of
total inventory based on volume, B – 22 % and A-10 % of total inventory taken into
account for study purpose.
A
10%
B
22%
C
68%
ABC Analysis based on Volume
63
Share of ABC categorized items in total value of inventory
It was found out that A category items constituted maximum amount of share i.e. 70 %,
B- 20 % and C-10 % amongst all the items considered during study.
According to Pareto’s law the items that constitute only 10 % of volume consumes
70 % value of total inventory. While items that constitute 70 % of volume were only
10 % value of Total inventory
Suggestions on ABC analysis:
The items that are from A category should be strictly scrutinized because they constitute
maximum value of total inventory. Storage of A category items should be carefully done
with maximum safety measures, and movement of A category items should be strictly
supervised and timely studied.
A
70%
B
20%
C
10%
ABC Analysis based on value
Share of ABC categorized items in total value of inventory
It was found out that A category items constituted maximum amount of share i.e. 70 %,
B- 20 % and C-10 % amongst all the items considered during study.
According to Pareto’s law the items that constitute only 10 % of volume consumes
70 % value of total inventory. While items that constitute 70 % of volume were only
10 % value of Total inventory
Suggestions on ABC analysis:
The items that are from A category should be strictly scrutinized because they constitute
maximum value of total inventory. Storage of A category items should be carefully done
with maximum safety measures, and movement of A category items should be strictly
supervised and timely studied.
A
70%
B
20%
C
10%
ABC Analysis based on value
64
FSN Analysis
F categorized items that are fast moving required timely and frequent purchase. Its
reorder level should be strictly followed. These items are more likely to get stocked out,
hence it needs strict supervision on reorder level.
N category items should not be stored at large volumes.
Slow moving items should be selected with longer shelf lives for purchase.
S category items should follow FIFO as there is chance of expiry of item.
These items contributes more to inventory carrying cost.
F
S
N
% of item in Inventory
Category
FSN Analysis based on movement
Series1
FSN Analysis
F categorized items that are fast moving required timely and frequent purchase. Its
reorder level should be strictly followed. These items are more likely to get stocked out,
hence it needs strict supervision on reorder level.
N category items should not be stored at large volumes.
Slow moving items should be selected with longer shelf lives for purchase.
S category items should follow FIFO as there is chance of expiry of item.
These items contributes more to inventory carrying cost.
F
S
N
% of item in Inventory
Category
FSN Analysis based on movement
Series1
65
VED Analysis
The vital items may be life saving in patients care. Stock out or shortage of vital items
cannot be tolerated. Stock of essential items should always be under supervision. Stock of
Desirable items should not be stored at large volumes.
These categorizations are used usually in pharmaceutical stores of hospitals, but the
above study reveals that these analysis are equally important and useful for hospitals
other inventory control.
These analysis can reduce the operational costs of running hospital.
It improves service delivery in patient care.
Proper inventory control increases return on investment.
Hospitals can run efficiently on minimum capital investments with the help of these
analytical studies.
0
10
20
30
40
50
V E D
% of items in Inventory
Category
VED Analysis Based on Importance
Series1
VED Analysis
The vital items may be life saving in patients care. Stock out or shortage of vital items
cannot be tolerated. Stock of essential items should always be under supervision. Stock of
Desirable items should not be stored at large volumes.
These categorizations are used usually in pharmaceutical stores of hospitals, but the
above study reveals that these analysis are equally important and useful for hospitals
other inventory control.
These analysis can reduce the operational costs of running hospital.
It improves service delivery in patient care.
Proper inventory control increases return on investment.
Hospitals can run efficiently on minimum capital investments with the help of these
analytical studies.
0
10
20
30
40
50
V E D
% of items in Inventory
Category
VED Analysis Based on Importance
Series1
66
Conclusion
Conclusion
67
Two months training internship in Apollo Hospital, Nashik as a part of academics for
partial fulfillment of the requirement for MBA – Healthcare administration to submit to
MUHS. During project internship period, as per instructions of internal institutional guide
and organizational guide, the project on studying inventory management in multispecialty
corporate hospital to be carried out. Study was successfully completed during 2 months
tenure of winter internship.
Apollo Hospitals Ltd. is one of the leading hospital chain across India and has branches
across the globe too and still expanding. It is one of the best corporate hospitals in
Nashik. It is 118 Bedded Multispecialty and Superspeciality, NABH accreditated
Hospital.
From the literature reviewed and studies on inventory management reveals that inventory
carrying cost may be upto 30 % of total inventory value. That is why there is a need of
proper inventory control to keep the inventory carrying cost minimum. At the same time
it should be checked that there should not be any obstacles in day to day work of delivery
of patient care.
The study can be concluded that ABC Analysis inventory policy can be applied to entire
types of Inventory in hospitals.
Inventory policy should take into account both Item’s value and clinical importance
factors. By applying suggested inventory policy in this study, it is found that the number
of shortages can be reduced and the total inventory cost can be reduced to certain extent.
Importantly, it must be noted that the inventory policy should be revised every year. This
is due to the VED classification being revised by hospital committees annually. Also, the
ABC classes, which are revised every year according to annual demand and consumption,
should also be taken into account.
Briefly, OT consumables are different from ordinary products in the market. They have
levels of clinical impact. A Min/Max inventory policy is not appropriate to manage all
inventory items in the hospital, as at present, because inventory in the hospital have
several demand characteristics, and the inventory policy should be customized to match
specific items demand characteristics.
Two months training internship in Apollo Hospital, Nashik as a part of academics for
partial fulfillment of the requirement for MBA – Healthcare administration to submit to
MUHS. During project internship period, as per instructions of internal institutional guide
and organizational guide, the project on studying inventory management in multispecialty
corporate hospital to be carried out. Study was successfully completed during 2 months
tenure of winter internship.
Apollo Hospitals Ltd. is one of the leading hospital chain across India and has branches
across the globe too and still expanding. It is one of the best corporate hospitals in
Nashik. It is 118 Bedded Multispecialty and Superspeciality, NABH accreditated
Hospital.
From the literature reviewed and studies on inventory management reveals that inventory
carrying cost may be upto 30 % of total inventory value. That is why there is a need of
proper inventory control to keep the inventory carrying cost minimum. At the same time
it should be checked that there should not be any obstacles in day to day work of delivery
of patient care.
The study can be concluded that ABC Analysis inventory policy can be applied to entire
types of Inventory in hospitals.
Inventory policy should take into account both Item’s value and clinical importance
factors. By applying suggested inventory policy in this study, it is found that the number
of shortages can be reduced and the total inventory cost can be reduced to certain extent.
Importantly, it must be noted that the inventory policy should be revised every year. This
is due to the VED classification being revised by hospital committees annually. Also, the
ABC classes, which are revised every year according to annual demand and consumption,
should also be taken into account.
Briefly, OT consumables are different from ordinary products in the market. They have
levels of clinical impact. A Min/Max inventory policy is not appropriate to manage all
inventory items in the hospital, as at present, because inventory in the hospital have
several demand characteristics, and the inventory policy should be customized to match
specific items demand characteristics.
68
For further research, it can be noted that the entire order policy presented in this paper
can be considered as passive policy. The ordering is triggered by the ROP or a fixed
period of time. On the other hand, if real-time demand and the stock levels can be shared
with the hospital’s supplier, active replenishment can be accurately undertaken.
This is called a vendor managed inventory (VMI). Its application and implementation in
hospitals is promising, yet challenging.
The above study also proves that Pareto’s law can be applied to hospital inventory also.
It helps in controlling most valuable inventory that is “A” category so that there should
not be any financial burden on hospital.
Similarly the fast moving items needs regular replenishment of inventory. The study also
proves hospital not to invest unnecessarily in non-moving and slow moving items. VED
analysis highlights the items that are vital in delivering patient care.
Hospital management can efficiently manage and control inventory with these individual
analysis as well as combination of these analysis (Matrix of ABC – VED Analysis). In
matrix inventory can be classified as AB items, AE Items, AD Items, BV Items, BE
Items, BD items, CV Items, CE Items and lastly CD Items.
In Apollo Hospitals, in inventory management the issuing of materials, purchase of
request (POR) and supplier’s management are totally computerized processes. There are
no such practices like “Items Categorization”, “reorder level”, “Buffer stock or safety
stock”. There is no special and separate supervision of valuable items. RFID can be used
for tracking and control of valuable items and equipments in the hospital.
For further research, it can be noted that the entire order policy presented in this paper
can be considered as passive policy. The ordering is triggered by the ROP or a fixed
period of time. On the other hand, if real-time demand and the stock levels can be shared
with the hospital’s supplier, active replenishment can be accurately undertaken.
This is called a vendor managed inventory (VMI). Its application and implementation in
hospitals is promising, yet challenging.
The above study also proves that Pareto’s law can be applied to hospital inventory also.
It helps in controlling most valuable inventory that is “A” category so that there should
not be any financial burden on hospital.
Similarly the fast moving items needs regular replenishment of inventory. The study also
proves hospital not to invest unnecessarily in non-moving and slow moving items. VED
analysis highlights the items that are vital in delivering patient care.
Hospital management can efficiently manage and control inventory with these individual
analysis as well as combination of these analysis (Matrix of ABC – VED Analysis). In
matrix inventory can be classified as AB items, AE Items, AD Items, BV Items, BE
Items, BD items, CV Items, CE Items and lastly CD Items.
In Apollo Hospitals, in inventory management the issuing of materials, purchase of
request (POR) and supplier’s management are totally computerized processes. There are
no such practices like “Items Categorization”, “reorder level”, “Buffer stock or safety
stock”. There is no special and separate supervision of valuable items. RFID can be used
for tracking and control of valuable items and equipments in the hospital.
69
Bibliography
Bibliography
70
1.) Duangpun Kritchanchai et. al., “Developing Inventory Management in Hospital”, Int.
J Sup. Chain. Mgt, Vol. 4, No. 2, June 2015, pg. 11-19
2.) Agbugbla Edwin Adinortey., “Effect of Procurement Lead Time on Healthcare
Delivery at the Koforidua Regional Hospital”, Kwame Nkrumah University of Science
and Technology, Kumasi Ghana, Thesis, Nov 2015.
3.) Richard H. Epstein et. al., “Economic Analysis of Linking Operating Room
Scheduling and Hospital Material Management Information Systems for Just-in-Time
Inventory Control”, Anesth Analg 2000;91:337–43
4.) Leslie K. Duclos., “Hospital Inventory Management for Emergency Demand”,
Journal of Supply Chain Management, September 1993
5. Hospital Inventory Management and How It Works RFID Medical Inventory
Management,URL:
http://logitag.com/general/item/81hospitalinventorymanagementandhowitworks. Html
6.) Graves, S. C., Rinnooy Kan, A. H. G., and Zipkin, P. H., eds. (1993), Handbooks
in Operations Research and Management Science, 4: Logistics of Production and
Inventory, Netherlands: North-Holland.
7.) Zipkin, P. H. (2000), Foundations of Inventory Management, New York: McGraw-
Hill.
8.) Jinglin Li, “Just-in-Time Management in Healthcare Operations,” Honors College
Capstone Experience/Thesis Projects. Paper 530.
http://digitalcommons.wku.edu/stu_hon_theses/530
9.) Fenghueith Huarng, “Hospital Material management in Taiwan: A survey” Hospital
Material Management Q, 1998, 19(4), 71-81
10.) Gabriel P. Tarty, “The impact of logistics management on lead time in public
healthcare in Nairobi, Kenya” , A Research Project Submitted in Partial Fulfillment of
the Requirements for Award of Degree of Master of Business Administration School of
Business, University of Nairobi., 2012
11.) Senishin et. al., “Comparison of three supply distribution systems for medical and
surgical supplies in the Veterans Administration Sierra Pacific Network”, 2012,
http://hdl.handle.net/10945/10691 (http://hdl.handle.net/10945/10691)
1.) Duangpun Kritchanchai et. al., “Developing Inventory Management in Hospital”, Int.
J Sup. Chain. Mgt, Vol. 4, No. 2, June 2015, pg. 11-19
2.) Agbugbla Edwin Adinortey., “Effect of Procurement Lead Time on Healthcare
Delivery at the Koforidua Regional Hospital”, Kwame Nkrumah University of Science
and Technology, Kumasi Ghana, Thesis, Nov 2015.
3.) Richard H. Epstein et. al., “Economic Analysis of Linking Operating Room
Scheduling and Hospital Material Management Information Systems for Just-in-Time
Inventory Control”, Anesth Analg 2000;91:337–43
4.) Leslie K. Duclos., “Hospital Inventory Management for Emergency Demand”,
Journal of Supply Chain Management, September 1993
5. Hospital Inventory Management and How It Works RFID Medical Inventory
Management,URL:
http://logitag.com/general/item/81hospitalinventorymanagementandhowitworks. Html
6.) Graves, S. C., Rinnooy Kan, A. H. G., and Zipkin, P. H., eds. (1993), Handbooks
in Operations Research and Management Science, 4: Logistics of Production and
Inventory, Netherlands: North-Holland.
7.) Zipkin, P. H. (2000), Foundations of Inventory Management, New York: McGraw-
Hill.
8.) Jinglin Li, “Just-in-Time Management in Healthcare Operations,” Honors College
Capstone Experience/Thesis Projects. Paper 530.
http://digitalcommons.wku.edu/stu_hon_theses/530
9.) Fenghueith Huarng, “Hospital Material management in Taiwan: A survey” Hospital
Material Management Q, 1998, 19(4), 71-81
10.) Gabriel P. Tarty, “The impact of logistics management on lead time in public
healthcare in Nairobi, Kenya” , A Research Project Submitted in Partial Fulfillment of
the Requirements for Award of Degree of Master of Business Administration School of
Business, University of Nairobi., 2012
11.) Senishin et. al., “Comparison of three supply distribution systems for medical and
surgical supplies in the Veterans Administration Sierra Pacific Network”, 2012,
http://hdl.handle.net/10945/10691 (http://hdl.handle.net/10945/10691)
71
12.) Galarneau et. al., “Using a Model of Clinical Events to Determine Supply
Requirements for Marine Corps Shock Surgical Team/Triage (SST) and Acute Care
Ward Units.”, June 1998.
12.) Galarneau et. al., “Using a Model of Clinical Events to Determine Supply
Requirements for Marine Corps Shock Surgical Team/Triage (SST) and Acute Care
Ward Units.”, June 1998.
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