Post on 31-Dec-2015
transcript
Rightsizing Downsizing Collections
ADRP Webinar
A National Blood Service Perspective
• Sole supplier – no competition
• No incentives for donors
• No financial incentives for recruiters
• National public healthcare system - No way to sell or give away surplus stock
• Our vision:
Collect to meet demand without wastage
Too much Blood?
• Collecting up to 10% more than weekly requirement over several months
• Traditional ways to manage collections unsuccessful in reducing over collection
• New strategies developed to right size collections
InventoryAverage Weekly Stock on Hand and Sales (Red Cells 04480) - FY09
1500
2500
3500
4500
5500
6500
7500
8500
1 2 3 4 5 6 7 8 9 1011121314151617181920212223242526272829303132333435363738394041424344454647484950515253
Week #
# o
f R
ed C
ells
Average Stock on Hand for Week Sales (04480) Designated Stock Level Minimum Stock Level
Current Production
• Standard WB target 2940 donations per week
• 50/50 split Mobiles/Static Sites
• Specific O neg target of 360 per week
Donors Collection Processing/DA Inventory Transfusion (& expiry)
Pushing Product
Current Model
Collection InventoryUtilisation
Weekly Red Cell Resuspended Issues to DC Time Expired and Other Reasons By Region, NZBS Site, Site and ABO
0
100
200
300
400
500
600
700
2008
-02
2008
-06
2008
-10
2008
-14
2008
-18
2008
-22
2008
-26
2008
-30
2008
-34
2008
-38
2008
-42
2008
-46
2008
-50
2009
-02
2009
-06
2009
-10
2009
-14
2009
-18
2009
-22
2009
-26
2009
-30
2009
-34
2009
-38
2009
-42
2009
-46
2009
-50
2010
-02
2010
-06
Other 16 TimeExpired 220
Donors Collection Processing/DA Inventory Transfusion
Pulling Product
New Model
Collection InventoryUtilisation
How are we doing this?Work in Progress
• Phase 1: Signals from Inventory levels need to be quickly converted into action(Lead time reduction from recruitment to collection)
• Phase 2: Those actions need to quickly provide the inventory result we need. (Lead time reduction activities in Collection Processing and Testing)
Phase 1
• Increase the number of donations we get by appointment
• Increase the number of donors invited in by telephone and e marketing
• Decrease the lead time between calls made and donation appointment
Phase 1
• Decrease the number of forward appointments made to free up schedules
• Redesign schedules to reflect actual collection capacity
• Increase the show rate through optimal customer service
Phase 1
• Introduced more frequent planning meetings
• Reduced time frame for changing collections targets
• Mid week reviews of targets
Weekly Red Cell Resuspended Issues to DC Time Expired and Other Reasons By Region, NZBS Site, Site and ABO
0
10
20
30
40
50
60
70
80
90
10020
09-3
5
2009
-36
2009
-37
2009
-38
2009
-39
2009
-40
2009
-41
2009
-42
2009
-43
2009
-44
2009
-45
2009
-46
2009
-47
2009
-48
2009
-49
2009
-50
2009
-51
2009
-52
2010
-01
2010
-02
2010
-03
2010
-04
2010
-05
2010
-06
2010
-07
2010
-08
Other 1 TimeExpired 45
Key Issues• Regular frequent operational meetings to
review and adjust targets• Data data data• Short term thinking, reduced collection targets
and reduced marketing and drive promotion activity leads to significant reduction in new donor numbers
• New donors > 10% down on 2008• Declining data base
Key Issues• Maintaining motivation for Donor
Recruitment teams with constantly changing targets
• It’s OK not to meet target• When short of O neg – drive to fill the
gap results in over collection• Some initiatives have unexpected
consequences – B+
Production Planning B+• B+ made up 23% of all the blood we
time expire and 6.8% of all the blood we issue. (B+ is overall 9% of the population).
• 3 months ago we had over 500 units of B+ in stock with our designated optimum stock level being 200
B+ Production Planning
0
200
400
600
800
1000
1200
1400
1600
1800
200031
/01/
2009
14/0
2/20
09
28/0
2/20
09
14/0
3/20
09
28/0
3/20
09
11/0
4/20
09
25/0
4/20
09
9/05
/200
9
23/0
5/20
09
6/06
/200
9
20/0
6/20
09
4/07
/200
9
18/0
7/20
09
1/08
/200
9
15/0
8/20
09
B+
Nu
mb
ers
0
1000
2000
3000
4000
5000
6000
7000
8000
To
tal
RB
C S
tock
Total B+
NZBS B+
Total RBC
A few ideas
• Change of strategy from push to pull
• Change appointment processes
• Reduce lead times for production planning
• Get the right people involved in the process – weekly planning meetings
QUESTIONS?