Authors (including presenting author) :
Authors: Wong C, So SS, Lui WH, Fong PL, Wu UY, Tsang WY, Mui WY, Ling WH, Yuen HS, Wong KS, Leung WC, Tang YC, Fung HS
Affiliation :
Department of Orthopaedics and Traumatology, Tuen Mun Hospital
Introduction :
Managing consumables across Orthopaedics and Traumatology (O&T) wards has become increasingly challenging due to growing service demands and restricted storage capacity. Previously, each ward independently managed its inventory using manual methods to estimate stock needs, monitor usage, and address shortages. This decentralized approach not only increased the risk of overstocking and wastage but also consumed considerable time and effort in inventory tracking. Additionally, expired consumables may have accumulated due to lack of centralized oversight, while valuable storage space remained underutilized. To address these issues, a centralized Common Storeroom (CSR) was introduced alongside an electronic management system to streamline processes and optimize resources.
Objectives :
1.Develop a centralized electronic system for inventory tracking. 2.Reduce wastage of consumables through improved sharing and monitoring. 3.Maximize ward storage space for essential equipment and service growth. 4.Enhance procurement efficiency and accuracy through digital tools.
Methodology :
The initiative was implemented in two phases: Phase I (2021-2022): A centralized storage solution was established, with manual record-keeping and standardized guidelines for stock allocation and levels. A workgroup was formed to oversee procurement and inventory monitoring. Phase II (2023 onwards): An electronic management system was developed, featuring 2D barcode scanning for stock tracking, automated logs, and email notifications for procurement alerts. The system operates on the HA intranet and integrates with IT infrastructure to improve usability.
Result & Outcome :
Key outcomes resulting from the CSR initiative are outlined as follows: 1. Stock Sharing Efficiency: The initiative reduced overstocking, leading to a notable 20-30% decrease in stock levels. For instance, the procurement of compression stockings resulted in a cost saving of $9,804 over a six-month period. This saving was achieved by reducing the total number of purchased boxes from 64 to 45 for the Orthopaedics and Traumatology department. 2. Enhanced Storage Utilization: The duration of consumables storage per ward was successfully reduced from six months to three months. This improvement liberated 30% of storage space, facilitating the accommodation of new equipment and minimizing clutter within the wards. 3. Time Efficiency Enhancements: Centralizing 127 CSR items and streamlining the procurement process significantly improved processing and communication times. This optimization notably decreased the necessity for multiple email exchanges. Key outcomes further improved in Phase II include: 1. Time Saving Measures: The transition from manual logbook and database updates to web-based solutions reduced the time required to resolve stock-out items. This enhancement saved time for users and stock maintenance staff, while also enhancing stock accuracy. 2. Procurement Efficiency: Processing times were halved, with the implementation of automated alerts facilitating replenishment actions within 24 hours. 3. Enhanced User Experience: Staff feedback highlighted increased satisfaction with the system, commending its efficiency, transparency, and the reduction of workload.
