设置新标准与无袖长衫tic IV insourcing solution

Q&A

• Q:What interested you about the robotic IV insourcing solution?

  A:The simple answer is we were not in the market for IV compounding. Our team was working on a project to increase patient safety by implementing smart pump integration and interoperability within our EMR.

  Early on, we discovered some smart pump limitations—good limitations—that called for standard volumes. Standard volumes means that for some classes of medications that are continuous, we would have to draw up and provide the same standard volume for each patient.

  Standard volumes was the key. With the robotic IV insourcing model, we can do batch preparations accurately and efficiently to provide just-in-time stock. In my view, it changes the landscape of EMR interoperability across the market, especially for pediatric hospitals.

• Q:您几年前考虑过IV机器人。是什么改变了你的主意？

  A:The funny thing about technology is that sometimes it challenges your way of thinking about a problem to the extent that it changes your scope and the way you use the technology.

  我们承认，机器人的准确性将比人类领先。但是，对于儿科医院中的患者特异性剂量的复合，我们认为机器人系统不够快。

  The smart pump project was the trigger point that changed our view of IV robotics and how we could use it. For us, it was the project where need and technology meet.

• Q:患者安全因素以什么方式纳入您的决定？

  A:有几种方法。首先,机器人的accuracy is 99.99 percent on volume and with greater stability. Second, the products are produced with minimal human touch and with the tamper-resistant capping to decrease contamination potential. Third, availability is an important safety consideration for smart pump continuous infusion. The products are made ahead of time and stored in our new Omnicell XT automated dispensing cabinets that have larger bins, larger capacities. Nurses can access pre-made syringes when needed rather than waiting for pharmacy. Fourth, pharmacy is in more of a proactive mode to focus on other critical medications. Those are huge wins for IV robotics.

• Q:您对使用IV机器人技术最让您感到惊讶的是什么？

  A:可能我对超级使用的约会（BUD）好处感到最惊讶。由于我们的婴儿需要较少的浓度，静脉较小，等等，我们每天都花很多时间稀释我们收到的外包产品。当人类稀释时，该产品会有八个小时或更少的使用。那是如此浪费毒品。例如，我们可以服用50毫升的小瓶，将其稀释至100毫升，并在八个小时内仅使用30毫升总数。这意味着我们正在失去20毫升潜在的高价药物。那是巨大的浪费。基于我们执行的研究，IV机器人可以将产品复合到30至70天的芽中。为了使我们更具成本效益并提高患者的安全性，IV机器人技术对我们来说是不大的。仅仅是规模经济，技术人员每天进行手动过程稀释所需的时间已经消失。 The robot produces these things in mass quantities. The robot creates easy-to-read labels with clear expiration dates on them. The barcodes tie into our dispensing system. All of these things are a huge added value that we discovered after we started implementation.

• Q:Where do you see the future of IV safety moving?

  A:I'm seeing a focus on IV safety. I can see a mandate coming in the next few years for proper IV technology interoperability. This would be a mandate similar in scope and impact to the unit-dose bar code mandate. From a supply perspective, after a shift to outsourcing to 503B compounding pharmacies, I’m now seeing a shift away from using them. Health systems are asking themselves, “If we can have robotics to do it cleanly, accurately, and consistently, why do we need to outsource?” They’re looking at what it takes to create their own just-in-time stocks, and to eliminate the uncertainty and cost that comes with outsourcing.

• Q:Clearly, there is a culture of innovation within your Willow Team. Where does that originate?

  A:我们的柳树团队由药房内的技术人员组成。但是我们经常被要求在放射学，牛奶库和其他地方遇到问题。我们称自己为智囊团，因为我们的方法是评估，诊断和推荐。我们还被告知我们遵循团队的哲学团队。

  我们很幸运能有勇敢的领导人鼓励我们创新。他们为我们提供了自由统治，以创造性地看待问题。他们相信我们的判断，然后得到机构的支持。所有这些都有助于赢得我们的忠诚。如果我们是没有领导支持和机构能力来投资解决方案的创新者，那么这些项目将永远不会发生。