Authors (including presenting author) :
Poon CF (1)(2), Tai CW (1)(2), Lee SY (1)(2), Lau TY (1)(2)
Affiliation :
(1) Administrative Services Division
(2) Procurement and Materials Management Department, United Christian Hospital
Introduction :
Owing to the hospital redevelopment project, the hospital’s materials management section (store) has been facing the biggest challenge. To make room for the foundation works of the extension block, all the stocks and over 80% of the store area have gradually decanted and relocated offsite, leaving behind only emergency stocks at the hospital premises. Also, closing down of the Loading Bay created great pressure on the logistics mode as vehicles could only unload goods at scheduled non-peak hours at a temporary assess point. Added with the lift modernization project that requires rationalization of the lift utilization pattern, upward delivery of goods to users were limited to 2 hours in the early morning session. Despite the challenges, there was no service interruption and the supply continuity of goods has been maintained to ensure smooth hospital operations. Also, all the Key Performance Indicators of Inventory Management were achieved and above HA Standard.
Objectives :
To maintain a steady stock supplies and quality materials management service to hospital users by managing the transformation through service reengineering process.
Methodology :
Detailed decanting schedule was figured out and followed strictly to ensure the plan was proceeded as scheduled. The process started with performing site visits to multiple locations to source for suitable premises, and arrangement of tenancy agreement with the landlord. Renovation works, site preparation and setting were then performed with the coordination with hospital facility management department and term contractor. Purchase of Furniture & Equipment Items and formation of logistics (truck service) contract were also conducted during the period. Internal meetings were held to engage staff on the different phases of goods relocation and manpower arrangements, as well as gathering their inputs on the workflow and logistics re-engineering. Frequent evaluation of service mode, user engagement meetings, promulgation to stakeholders, and regular reporting to management on the service transformation were performed. Pilot and trial-run were conducted to fine-tune the service model before live-run. A contingency plan with emergency on-call roster was established to provide emergency supply during unforeseeable circumstances.
Result & Outcome :
With the joint and unfailing effort of all the team members, the materials management section (store) has been successfully relocated from the hospital compound to an offsite location with the supplies services maintained uninterrupted. The operation mode was re-engineered but the supply continuity of goods was not affected. Also, all the Key Performance Indicators of Inventory Management were achieved and above HA Standard.
