Why we measure this way
An operational improvement is only useful if the hospital can check it with its own data. That is why the way of measuring is agreed before the project starts, not afterwards.
1. A baseline before we start
During the diagnosis we record the starting situation of the unit or process, with the same method and the same data sources that will be used afterwards.
2. A few well-defined indicators
We choose a small number of indicators tied to the project’s goal. Each one has a written definition, a data source and a named owner at the hospital. Depending on the project, they may cover:
- Stock and tied-up inventory in the unit
- Expiries and losses
- Stock-outs and urgent orders
- Clinical staff time spent on logistics tasks
- Products with recorded traceability
3. Comparable periods
Before and after are compared over equivalent periods, taking clinical activity and seasonality into account, so that the difference reflects the change and not the calendar.
4. Joint review
Results are reviewed with the hospital managers involved in the project: management, logistics, nursing, pharmacy or purchasing. A result is accepted when both parties validate it.
5. Published only with authorisation
We never publish a client’s results without its written approval. Success stories do not name the hospital and always state the baseline, the result, the period and the method.
What we do not do
- Present estimates as results
- Compare periods that are not equivalent
- Use data the hospital cannot verify