Benchmark BC Hospital

2757 Beaulieu

Description

benchmark BRIEFINGSSITEChildren’s & Woman’s HealthCenter of British Columbia,Vancouver B.C.APPLICATIONDistribution and consolidationof of supplies to two hospitals, a health center,an extended care facility,11 clinics, 6 blood servicecenters, and 77 hospital nursing stations. IncreasingThroughput ByEQUIPMENT500% Cures Four Remstar horizontalcarousels, Pick Light Towers. High Cost ofSUMMARY DistributingReduced operating expenses, Hospital Suppliesincreased system throughput by 500%, increased storagedensity by 50%, increased inventory turns by 40%.“Any one of the warehouse workers can be assigned to operate it, and it’s easy to train new pickersbecause the Pick Light Towers and put-lights make the work so obvious. It’s actually more difficultto train someone to manually pick shelves and racks from paper lists.” Pressure to reduce health care their bulk buying power and reduced Insufficient Space, Picking Speedcosts is an ever-present reality. overall storage space and manpower. “We couldn’t have served thePChildren’s & Woman’s Health Center Richmond General Hospital was also other health care facilities without theof British Columbia (C&W), able to eliminate its on-site ware- high storage density and the rapidVancouver, and Richmond General house.” pick rate provided by the carouselHospital, Richmond B.C., got together To distribute higher volumes system,” Mui added. “We didn’t haveto respond in a significant way. from its modest — and not ...

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• Publié par: Niseng
• Nombre de lectures: 64
• Langue: English

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BRIEFINGS

SITE Children’s & Woman’s Health Center of British Columbia, Vancouver B.C. APPLICATION Distribution and consolidation of of supplies to two hospitals, a health center, an extended care facility, 11 clinics, 6 blood service centers, and 77 hospital Incre ng nursing stations. EQUIPMENT Throughp By 500% es . High Cof Distrib ng SUMMARY Reduced operating expenses, Hospital Sues increased system throughput by 500%, increased storage density by 50%, increased inventory turns by 40%. “Any one of the warehouse workers can be assigned to operate it, and it’s easy to train new pickers because the Pick Light Towers and put-lights make the work so obvious.It’s actually more difficult to train someone to manually pick shelves and racks from paper lists.” o V f an B c ri o t P acor ” ub use y . ht h e o providedckrateip lomuhsCi unomhciRdna,revlraneGed Pressure to reduce health caretheir bulk buying power and reduced Insufficient Space, Picking Sp costs is an ever-present reality.overall storage space and manpower. “We couldn’t have served t Children’s & Woman’s Health CenterRichmond General Hospital was also other health care facilities withohe bia (C&W),able to eliminate its on-site ware- high storage density and the rap Hospital, Richmond B.C., got togetherTo distribute higher volumes system,” Mui added.“We didn’tve to respond in a significant way.from its modest — and not expand- enough floor space available to They agreed to unify their separateable — 12,000 square foot ware- house all the existing and new Ss medical supply warehousing activitieshouse space, C&W Logistics elected on shelves and racks, especially under a central warehouse run byto automate by installing a horizontal the volumes required.And we the Logistics Operations Departmentcarousel system from Remstar couldn’t have picked fast enoug at C&W.International, Four carousels with 50 “I estimate that continuing “The consolidated warehousecarriers, two Pick Light Towers, plus just shelf and rack storage, hadm has become the central receiving,put lights on the workstation and a been available, would have reqd storage, and distribution point for allthird party software package com- about 50% more floor space,” M non-pharmaceutical supplies forprise the system. said. “Thecarousels are inhere C&W, Richmond General Hospital,The carousels store some 70% of more space efficient because ais Sunnyhill Health Centre for Children,SKUs handled by the warehouse, are unnecessary.Further, more and an extended care facility,” report-including bandages, needles, gauze, the overhead cube was utilized ed Melinda Mui, Director of Logisticslaboratory devices, catheters, masks, specifying 9 and 10 foot high cars Operations at C&W.“It also providesrespiratory devices, etc., stored in to match the changing ceiling warehouse and distribution servicestotes and cartons.Prior to the con- heights. to a range of community health clin-solidation and automation, C&W The carousel system througt ics and the Canadian Blood Service.picked entirely manually from improved by as much as 500%. “By consolidating inventory, theshelves and racks via paper pick lists. “While our manual pick rate, th health care facilities have increased and now, is only 35 or 40 lines

The paperless pi

carousel system

increased throug

by as much as 50

while consolidati

multiple facilitie

hour, the pick rate from th system is 150 to 200 lines Mui emphasized.“The increase efficiency allowed us to free up some of our resources to serve the other ”

“We didn’t have enough floor space available to house all the existing and new SKUs, especially in the vol- umes required, on shelves and racks.And we couldn’t have picked fast enough.”

because of its automated and paperless picking and replenishment and its direct link to the C&W inventory control host computer.”

No Waiting to Pick Only a single picker operates the workstation at the end of the four-

carousel cluster.Picking is rapid

go enzone rom nee-to-sou er height) that minimizes operator stooping and ladder climbing. -

ting away one SKU, the other carousels are automatically being pre- positioned to allow the operator to work as fast as he can.

Busy All Day Orders are electronically received from the regional health care facili- ties, and the supplies delivered, on set schedules of from one to five times a week.Orders also come

“By consolidating inventory, the health care facilities have increased their bulk buying power and...The increased efficiency allowed us to free up some of ”

directly from C&W nursing stations. All orders are picked between 4 pm and midnight for delivery by trucks leaving the next morning. Richmond General Hospital is the most active outside client.A third-party carrier’s five-ton truck leaves for this destination at 7 am Monday through Friday.Deliveries to the other clients are made by two smaller, C&W-owned vehicles.Cycle counting is done in the early morn- ing, and, once complete, carousel replenishment begins.Picking does not start until replenishment finishes. “The carousel system is very user-friendly,” Mui explained.“Any one of the warehouse workers can be assigned to operate it, and it’s easy to train new pickers because the PickLight Towers and put-lights make the work so obvious.It’s actually more difficult to train someone to manually pick shelves and racks from paper lists.”

Remstar International Inc.

41 Eisenhower Drive,Westbrook, ME 04092 8006395805 www.Remstar.com [e-mail]

B805550901