How to Reduce Supply Expenses

这个以单位为基础的团队开始减少10%的供应费用。成员们降低了最低库存水平，并绘制了带有新数量的货架图。工作人员给箱子贴上标签，然后把多余的东西拆下来，合并整理，然后在接下来的四个月里把多余的东西作为检查室补充库存的主要来源。结果，检查室里储存的药品越来越少，订购的药品越来越少，过期的药品也越来越少(需要更换)。在5个月的时间里，该团队节省了近2.47万美元。

Here's What Worked

• Involving nurses, physicians and materials management in the project from the beginning
• Mobilizing all UBT members to use stickers to indicate which supplies they use—and which they could live without
• Managing resistance to change

What can your team doto engage everyone in performance improvement efforts? What else could your team do to encourage feedback and help individuals manage change?