Material Management of Hospital

1. Material Management of Hospital Presented by Dr. (Lt Col) Sarder Mahmud Hossain, PhD Associate Professor NUB

2. Material? The substance or substances out of which a thing is or can be made. 

3. How a Hospital should Look Like

4. Material Management as a function is responsible for the coordination of planning, sourcing, purchasing, moving, storing and controlling of materials in optimum manner so as to provide pre-decided services to the customer at minimum cost. MM is the branch of logistics that deals with the tangible components of a supply chain. Specifically, this covers the acquisition of spare parts and replacements, quality control of purchasing and ordering such parts, and the standards involved in ordering, shipping and warehousing the said parts.

5. Objective of the Study • To study the MM of a hospital. • To list the following-- procedures followed by the Hospital. a. Purchasing activity. b. Stores management. c. Retrievability d. Distribution e. Waste or scrap control. f. Inventory control.

6. Hospital Plastic Scrap

7. Process of Material Management • Budgeting and material planning. • Demand forecasting. • Procurement. • Receipt, Inspection and Payment. • Inventory control. • Use and Distribution. • Usage. • Maintenance. • Disposal. • Pilferage.

8. Purchase Activity Stackable Items One time purchase items

9. Purchase Procedure

10. Purchase Procedure Benefits It should be centralized rather than decentralized which has the following advantage— • Quantity discounts are possible through standardization and bulk orders. • Purchase costs are decreased because of consolidation and non-duplication of orders. • Lower inventory costs result because centralization makes possible a lower safety stock. • There is better management control as all aspects of purchase can be screened by the administration.

11. Stores Management

12. Hospital stores

13. Criteria of a Good Store • The stores should be divided into homogenous sections and separate area earmarked for different group of items. • Items in a group should be categorized based on their generic name or application and similar items must be stored contiguously (In actual contact; touching; also, adjacent; near; neighboring; adjoining).

14. Criteria of a Good Store-contd 3. The available floor and vertical space must be used as judiciously as possible while keeping adequate space for material handling. 4. Items should be kept as low and as near to the aisle as possible for easy retrieval. 5. To minimize obsolescence, items due to expire earlier should be kept in front of batches due to expire earlier.

15. Inventory Control To know about the running items ABC Analysis To know about expiry or obsolete items. FSN

16. Inventory control Its principles seek to minimize investment on materials so that sufficient working capital is available for other important activities. Primary Purpose for Inventory control--- • To decrease material cost by preventing over-stocking of materials. • Simultaneously minimizing stock-out cost. A thought may be given whether an item to be maintained in inventory or procure on demand.

17. Inventory Control-contd Following concepts are relevant to maintain inventory--- • Periodic/Cyclic system: It involves review of stock at periodic/fixed interval and the order depends on the stock at hand and usage level. Here the ordering interval is fixed but the quantity to ordered varies each time. • Two-bin System: It is a well practiced system. In such case same item is maintained in two bins---- a. One Larger bin—Contains sufficient medicine to meet the demands during the interval between arrival of an order quantity and placing the next order. b. Other Bin: It contains stock large enough to satisfy probable demands during periodic replenishment.

18. To Note When the 1st bin is exhausted an order for replenishment is placed and the stock of the 2nd bin (larger) is utilized until the ordered material is received. In this case the order quantity is fixed but it is not in cyclic system.

19. 3.Lead time: It is the time between placing an indent and receiving the material. It is two types--- a. Administrative/ Buyer’s Lead time: (time for purchase requisition, getting quotations, preparing schedules, raising purchase order etc) b. Delivery/ supplier’s lead time: Time for manufacture, packing, shipping, delays in transit etc).

20. Minimum/ Safety/ Buffer stock: This is the amount of stock that is kept in the reserve to avoid stock out in case consumption increase expectedly or the lead time turns out to be longer than expected. Safety Stock (SS)= (Dmax–Davj) X L where L=lead time, Dmaxis maximum demand on any day, DavjAverage dailydemand. Reorder Level (ROL)= (DavjX L) +SS

21. Inventory Control-contd Maximum Stock: This is the predetermined limit beyond which the stock of an item should not be allowed to exceed in the normal course. It is equivalent to the minimum stock level plus the quantities of supplies received at any point of time.

22. Economic Order Quantity (EOQ) The approach is to build a model of anidealized inventory system and calculatethe fixed order quantity that minimizestotal costs. This optimal order size iscalled the economic order quantity (EOQ). Q= The quantity for each order, R=Annual requirement of an item, Cp = the overhead cost per order. So, annual ordering cost /item=R/QXCp

23. Inventory Cost 1.  Holding or carrying costs: storage, insurance, investment, pilferage, etc.  Annual holding cost = average inventory level x holding cost per unit per year= order quantity/2 x holding cost per unit per year

24. Inventory Cost-contd • Setup or ordering costs: cost involved in placing an order or setting up the equipment to make the product  • Annual ordering cost = no. of orders placed in a year x cost per order= annual demand/order quantity x cost per order

25. EOQ (Economic Order Quantity) Model • Assumptions 1.  Order arrives instantly 2.  No stock out 3.  Constant rate of demand

26. What is the order quantity such that the total cost is minimized? 1.  Total cost = holding cost + ordering cost = (order quantity/2) x holding cost per unit per year + (annual demand/order quantity) x cost per order

27. What is the order quantity such that the total cost is minimized?-contd • Optimal order quantity (Q*) is found when annual holding cost = ordering cost 

28. What is the order quantity such that the total cost is minimized?-contd 3. Number of orders = Annual Demand/Q* 4.  Time between orders = No. of working days per year / number of orders 5.  Reorder point = daily demand x lead time + safety stock

30. ABC Analysis

31. ABC Analysis ABC analysis is done on the basis of cost and usage basis. This analysis tells us that---

32. ABC Analysis -contd

33. FSN Analysis F= Fast moving, needs special attention. S=Slow moving, needs less care. But obsolescence to be avoided. N=Non-moving, these items should be identified and reviewed periodically.

34. Scrap/ waste control There are 2 types of scrap---- • Regular scrap items • Engineering items • For regular scrap items the hosp has a separate scrap room. It is located near the hosp itself. • The scrap note is prepared by the user dept. • Valuation of the scrap item. • Hierarchy for sanction of scrap. • Freezing the rates depending on the period of time.

35. Hospital Scraps

36. VED Analysis V=Vital E=Essential D=Desirable ABC & VED Analysis are integrated into a matrix. V E D 1= 17% items A 1 1 1 2= 45% items B 1 2 2 3= 38% items C 1 2 3

37. 6. Preparing the scrap scale note. 7. Finally the scraps are gate passed i.e. approved by the authority to sale. • For the engineering scrap they have a Godown where the items are accumulated. The same procedure is followed for the disposal. • The wastage are written off from the balance sheet of the hospital.