某三甲医院静脉用药集中调配中心智能化、信息化、均质化建设的实践

目的：探讨静脉用药集中调配中心（PIVAS）流程智能化、信息闭环化、模式均质化的实践效果。方法：收集某院PIVAS在2017年3-6月和2017年7-10月的各项报表数据，对比评估PIVAS信息化改造和智能设备引入前后各运行指标的变化，包括每日排药时间、贴签时间、分拣时间，输液存储量以及各个环节中的人力分配、差错发生率等；基于PIVAS流程整体设计，评价PIVAS工作新模式的价值。结果：在经过智能化、信息化改造后，PIVAS的工作效率显著提高，差错率大幅下降，其中贴签环节每张标签贴签、核对、排筐用时（7.81±1.66）s下降至（5.34±0.64）s，差错率由（1.38±0.40）‰下降至（0.15±0.05）‰；排药环节每张标签用时（5.37±0.97）s下降至（3.38±0.27）s，差错率由（1.91±0.41）‰下降至（0.44±0.18）‰；分拣环节每袋输液分拣用时（4.57±1.30）s下降至（1.49±0.19）s，差错率由（2.87±0.34）‰下降至（0.29±0.11）‰，PIVAS人员工作模式达到均质化要求。结论：该院智能化、信息化、均质化改造后，PIVAS人员工作效率显著提高、差错率大幅下降，在质量管控方面成效卓著。

Thepractice of intellectualization,informazation and homogenization construction of pharmacy intravenous admixture services in a tertiary hospital

OBJECTIVE To explore the practical effects of process intellectualization, closed-loop informazation and mode homogenization in our Pharmacy Intravenous Admixture Services (PIVAS). METHODS The report data of PIVAS in our hospital from march to June 2017 and July to October 2017 were collected. Then the changes of each operation index were compared and evaluated before and after the informatization transformation of PIVAS and the introduction of intelligent equipment, including daily drug discharge time, labeling time, sorting time, infusion storage, manpower allocation and error rate in each link. Based on the overall design of PIVAS process, the value of the new working mode of PIVAS was evaluated. RESULTS After the intelligentized and informatized transformation, the efficiency of PIVAS was significantly improved and the error rate was significantly decreased. The time for each label in the process of labeling, checking and rowing decreased from (7.81±1.66)s to (5.34±0.64)s and the error rate decreased from (1.38±0.40)‰ to (0.15±0.05)‰; The time for each label in the process of dispensing decreased from (5.37±0.97)s to (3.38±0.27)s and the error rate decreased from (1.91±0.41)‰ to (0.44±0.18)‰; The infusion sorting time of each bag decreased from (4.57±1.30)s to (1.49±0.19)s and the error rate decreased from (2.87±0.34)‰ to (0.29±0.11)‰ in the process of sorting. The working mode of PIVAS staff met the requirement of homogenization. CONCLUSION After the transformation of intellectualization, informazation and homogenization in our hospital, the working efficiency of PIVAS staff has been significantly improved and the error rate has been been greatly reduced, which dramatically improved the quality control.