EAHP represents over 30,000 hospital pharmacists across 37 member countries. EAHP represents and develops the hospital pharmacy profession within Europe in order to ensure the continuous improvement of care and outcomes for patients in the hospital setting. This is achieved through science, research, education, practice, as well as sharing best-practice and responsibility with other healthcare professional
The EAHP Board, elected for three-year terms, oversees the association’s activities. Comprising directors responsible for core functions, it meets regularly to implement strategic goals. Supported by EAHP staff, the Board controls finances, coordinates congress organization, and ensures compliance with statutes and codes of conduct.
The EAHP staff supports the Board in executing EAHP’s mission. The Staff assists in financial management, events organisations, policy activities and all EAHP projects. The EAHP staff works closely with EAHP’s members and ensures the effective communication all relevant stakeholders.
The first member countries were Belgium, Britain, Denmark, France, the Federal Republic, Germany, Italy and The Netherlands in 1972. EAHP has now 36 EAHP members and 2 Associate Members. EAHP is open to countries members of the Council of Europe and since 2022 to organisations representing the interests of hospital pharmacists from outside the Council of Europe (Associate Membership)
EAHP’s structure is also composed by different standing committes: EAHP Scientific Committee, EAHP Education Executive Committee and the EAHP CTF Steering Committee.
At EAHP, we are committed to transparency in our governance, ethical standards, and funding practices. This section provides open access to our foundational documents, including the EAHP Statutes, Code of Conduct, and Funding Sources. By sharing these resources, we aim to uphold accountability and foster trust with our members, partners, and the public.
Keep up with all EAHP’s events and webinars. Contact the team at info@eahp.eu should you have any questions about upcoming events or activities.
Here you can find all upcoming events organised by EAHP and by all its members and associate members. Do not hesitate to contact the events team at events@eahp.eu should you have any questions about the organisation of these events.
Hospital pharmacists conduct a critical role in the care of patients in hospitals. Learn more about what they do here and in all the pages under Hospital Pharmacy practice and Policy.
Self-Assessment
SILCC
Closed SIGs
EAHP brings together experts from many areas of hospital pharmacy practice providing and highlighting good local sustainable practices as that can be up-scaled and shared with other countries. The EAHP Working Group on Sustainability has the aim of reducing the environmental burden of the hospital pharmacy services.
The European Association of Hospital Pharmacists (EAHP), and its 36 member country platforms are creating a Common Training Framework for the hospital pharmacy education in Europe. The goal of this project is to allow the free movement of hospital pharmacists within the European Union.
The European Association of Hospital Pharmacists (EAHP) and the European Society of Clinical Pharmacy (ESCP) have collaboratively developed the Oath to Society. The Oath to Society is all encompassing and acts as a contract for excellence in providing compassionate patient care, working as part of the healthcare team and advancing the pharmacy profession, and showcasing how clinical and hospital pharmacists work every day
A day created to highlight the importance and to celebrate the work done by hospital pharmacies. This day celebrates all hospital pharmacy teams.
The Early Career Network aims to empower early-career pharmacists by sharing opportunities, insights, and success stories from across 25 member countries.
Together, we’re building a stronger, more connected hospital pharmacy community: one story, one country, one pharmacist at a time.
Catch up with EAHP’s press releases
Find all EAHP relevant publication like the EAHP Surveys, annual reports and the history books.
The European Journal of Hospital Pharmacy (EJHP) is the only official journal of the European Association of Hospital Pharmacists (EAHP) and is committed to advancing the science, practice and profession of hospital pharmacy. As the premier communication platform for hospital pharmacists worldwide, EJHP is a major source for continuing education as well as updates on advances in the practice and standard of pharmaceutical care for patients.
When EAHP and Hospital pharmacists appear in the news.
EAHP publishes a monthly EU monitor with updates about the latest EAHP initiatives and information relevant for the hospital pharmacy profession.
The Sponsor Channel is designed to maximise visibility and engagement, allowing sponsors to connect with the hospital pharmacy community and partners in a dynamic and interactive environment. From product demonstrations to networking sessions, the Sponsor Channel offers a range of opportunities for sponsors to showcase their offerings and generate leads in the new EAHP Website.
Clinical Pharmacy Services
Martin Torrente. A; Picaza Iturricha. E; Carmona Oyaga. P; Lombera Sáez. L; Gemio Zumalave. PR; Illodo Becerra. JA; Ibarra Barrueta. O.
The Hospital Pharmacy Department developed a unit to dispense medications in individualized dosing systems for residents of health and social centers with the aim of improving pharmaceutical care. This initiative seeks to ensure safe, efficient and patient‑centred medication supply managementin centers.
A structured survey was designed and distributed to healthcare professionals to evaluate the service provided.
The questionnaire was created through a collaborative brainstorming session with the pharmaceutical team following literature review of existing tools. Thematic domains were defined based on practical experience and service priorities. Each section was assigned to a different pharmacist to ensure clarity, relevance and consistency. The final 36‑item survey, generated using Google Forms, included two descriptive questions (nursing home name and respondent’s professional role) and 34 evaluative questions grouped into four thematic areas: 14 questions on satisfaction with medication deliveries (blister-packed and non-blistered), 6 on incident resolution, 8 on logistics of transport and 6 on overall perception of the impact on professional workflow and patient safety. The survey combines Likert scales, multiple-choice items and open-ended fields to gather both quantitative and qualitative feedback.
The survey captures satisfaction with deliveries and labelling, completeness of orders, incident management and logistics aspects such as punctuality, packaging condition and integrity. It also gathers overall perceptions of the service’s impact on workflow and patient safety. Open‑ended fields encourage reporting of problems, suggestions and observations to ensure a comprehensive view of performance.
The questionnaire will be distributed to health and social centers. Data will be analysed to inform service improvements. Cronbach’s alpha is used to assess internal consistency and p‑values to examine significant differences. Findings will identify strengths and areas for improvement in the pharmaceutical care model, inform training strategies and support future policy decisions.
Selection, Procurement and Distribution
Sam Coombes
Cath Cooksey
Re-Hale was launched in 2023 by a hospital pharmacist and technician to address the lack of a national inhaler recycling programme, despite a Parliamentary advisory recommendation in 2018. Over 73 million inhalers are dispensed annually, and their propellant gases account for an estimated 3–4% of the NHS carbon footprint. The initiative aimed to deliver a scalable recycling model aligned with the NHS Net Zero 2040 target.
A logistics system was designed using existing medicines wholesaler infrastructure. Recycling bins were distributed alongside routine deliveries, then collected once full. Inhalers were transported to a depot and on to a recycling partner, where plastics were separated, aluminium canisters recycled, hydrofluoroalkane (HFA) gases captured, and medicines safely destroyed.
The programme embedded recycling into existing supply chains to minimise costs and disruption. Engagement was driven through posters, text messaging, social media, press releases, and a dedicated website where patients could locate drop-off points.
The pilot achieved record collection rates and significant stakeholder engagement
• 54% of community pharmacies
• 100% of acute hospital trusts
• 86% of dispensing GP practices
• 70% of all potential sites engaged
Over 40,000 inhalers were recycled during the pilot. With further funding, the scheme expanded across Kent and Medway (population 1.9 million, up to 400 sites). Since launch, more than 100,000 inhalers have been recycled.
Re-Hale has shown that inhaler recycling within pharmaceutical supply chains is feasible, cost-efficient, and effective. By capturing gases, recycling materials, and disposing of medicines safely, it reduces environmental impact. The model is replicable nationally and offers the NHS a practical route to cut inhaler-related emissions and support its Net Zero 2040 commitment.
Patient Safety and Quality Assurance
Christina Theil Schnor and Saranya Loganathan.
In 2018, hospitals in Region Zealand (RZ), Denmark, transitioned to the electronic health record (EHR) system, EPIC. Following this, hospital pharmacists faced repeated medication order challenges causing adverse events such as inappropriate medication orders, dispensing and administration errors, and insufficient workflow coordination. These issues resulted in complex, time-consuming workflows impacting quality and patient safety. Additionally, collaboration between corporate IT and clinical staff was challenged by a lack of understanding of practical issues. To address this, pharmacists of RZ established the Clinical Pharmaceutical Service IT Team (CPS IT Team) to build specialized knowledge of the EHR medication module, aiming to assure quality, optimize workflows, strengthen interdisciplinary coordination, and support safer and more efficient clinical use.
CPS IT Team standardized workflows, enhanced coordination of medication order tasks, and created a forum to effectively utilize professional knowledge and networks across areas.
To address diverse Clinical Pharmacy challenges, CPS IT Team became the bridge between internal organization (RZ Hospital Pharmacy and corporate IT) and external partners (EPIC and The Capital Region of Denmark (CRD)). For this reason, CPS IT Team was established with one team manager and two units: Internal and External unit. CPS IT Team continuously adapts to evolving Clinical Pharmacy needs.
The establishment of CPS IT Team has driven significant internal optimization and standardized workflows. Acting as a coordinating unit, it optimizes medication processes from ordering to dispensing and administration. Dialogue with IT has been strengthened, enabling more efficient, targeted communication across professional groups.
Collaboration with EPIC and CRD has enhanced quality assurance and optimized workflows. CPS IT Team efforts have helped prevent medication-related adverse events, improve workflows, and optimize medication processes. Interdisciplinary collaboration and professional consultation networks between regional clinics, hospital pharmacies, IT, and EPIC have been notably strengthened. These efforts have increased patient safety and fostered a safer, more coherent workflow in EPIC.
Fusion of RZ and CRD into Region Eastern Denmark will change CPS IT Team’s working conditions, opening new opportunities such as an expanded collegial network and broader range of tasks and needs. Systematic data use will support Hospital Pharmacy’s work, improving efficiency and quality in daily operations.
Clinical Pharmacy Services
Jian-Ying Wang; Shan-Yu Hsu; Ming-Chia Lee
We implemented pharmacist cognitive services with internal reimbursement and joined the National Health Insurance (NHI) pilot for a Pre-End Stage Renal Disease (Pre-ESRD) clinic and Intensive Care Unit (ICU) ward rounds. We launched a LINE official account to support patient queries, reminders, and follow-up, developed Podcast/YouTube education to enhance outreach, streamlined documentation using the Eliminate-Combine-Rearrange-Simplify (ECRS) approach with AI-assisted editing, and implemented an internal clinical communication platform.
The growing complexity of chronic disease and intensive care requires pharmacists to provide professional services such as dose adjustment, drug–drug interaction management and patient counselling. These tasks are crucial for safety and quality, yet in the past they were often not formally recognised or reimbursed. Our hospital developed this model to ensure that such professional activities are acknowledged with institutional and NHI reimbursement, while also supported by digital and streamlined tools. Linking professional services with clear payment and measurable outcomes underscores the value of pharmacists in patient safety and sustainable healthcare.
We established the service fee in New Taiwan dollars (NT$): NT$100 (~€3) per cognitive record (institutional), NT$200 (~€6) per Pre-ESRD case, and NT$250 (~€7) per Intensive Care Unit (ICU) patient-day under the NHI pilot. Clinical activities were coded by drug-related problem (DRP) categories, and acceptance of pharmacist recommendations was tracked. Using ECRS, we modularised SOAP forms, removed duplicate entry and automated collation; AI-assisted editing further improved clarity and consistency. LINE was integrated as a platform for patient queries and consultations, with push notifications directing patients to Podcast/YouTube educational resources produced by pharmacists.
For the cost-benefit analysis (CBA) we used a hospital perspective. Cost was defined as the pharmacist service fee. Benefit had two parts: (i) direct medication-cost savings from accepted interventions, and (ii) avoided medical expenses estimated by DRP severity, such as additional laboratory tests, emergency visits or ICU days.
In 2024, pharmacist cognitive services comprised 1,354 records, accounting for 0.18% of all prescriptions, with an acceptance rate of 99.85%. The most common DRP was subtherapeutic exposure (35.6%). At the same time, ICU rounds involved 1,315 cases, and the Pre-ESRD clinic delivered 242 visits. From a hospital perspective, CBA demonstrated that cognitive services achieved a ratio of 1:13.3, while ICU services reached 1:1.84, confirming that pharmacist remuneration is cost-effective.
Patient communication and education were also strengthened. The LINE programme enrolled 1,897 members, with all queries resolved within 24 hours, while 17 Podcast/YouTube releases generated 59,760 video views and 30,926 podcast plays. Workflow efficiency improved markedly after the ECRS redesign in early 2024, with documentation steps reduced from 16 to 6 and average time per record shortened from 825 seconds to 98 seconds. The pharmacist Net Promoter Score (NPS) rose from 20 to 80, reflecting greater user satisfaction. These improvements were estimated to increase annual service capacity by 252 records and to reduce paper consumption, elevator use, and carbon emissions by 2,892 kg CO₂e.
The model has matured into a multi-faceted pharmaceutical care approach that enhances medication safety, enables real-time patient consultation, and extends reach through multimedia education. Although CBA has demonstrated the cost-effectiveness of pharmacist remuneration, outcomes will continue to be monitored and refinements pursued to ensure sustained improvement. With its comparability and reproducibility, the model provides a practical reference for other hospitals and healthcare systems.
Production and Compounding
Maria Rautamo, M.R., Senior Pharmacist, PhD (Pharm), HUS Pharmacy, HUS Helsinki University Hospital and University of Helsinki, Helsinki, Finland, maria.rautamo@hus.fi
Mattias Paulsson, M.P., PhD, Deputy chief pharmacist, associate professor, Uppsala University Hospital, Uppsala, Sweden, mattias.paulsson@akademiska.se
Marija Tubic-Grozdanis M.T-G., Head of Clinical Trial Supply, PhD (Pharm), Pharmacy Department, University Hospital Center of Johannes Gutenberg-University, Mainz, Germany, marija.tubic-grozdanis@unimedizin-mainz.de
Randi Hamre Svendsen, R.H.S., M.Sc (Pharm), Hospital Pharmacies Enterprise, South-Eastern Norway, Oslo, Norway, Randi.Maria.Hamre.Svendsen@sahf.no
Rikke Stick Højmark, R.SH., M.Sc, The Pharmacy of the capital region of Denmark, Herlev, Denmark, rikke.stick.hoejmark@regionh.dk
Trine Schnor, T.S., M.Sc (Pharm), The Pharmacy of the capital region of Denmark, Herlev, Denmark, trine.schnor@regionh.dk
During the last two years, pharmacies worldwide have started to introduce printing technologies, such as semi-solid extrusion, into pharmacy production to provide personalized doses in dosage forms that are easy to administer to children and workflows that are more ergonomic and safer for production personnel and nurses in healthcare units. However, the implementation of new technology and equipment has also revealed challenges regarding patient safety and qualification (e.g. stability, homogeneity, identification). The need for peer support in addressing and overcoming various barriers and obstacles, which everyone must resolve, has influenced the establishment of the network.
In 2024, the members of the production group in the Nordic Pharmaceuticals Forum (NLF) established a collaborative network for the implementation of 3D-printing of medicines in hospital pharmacies. The focus of the collaboration is on production issues related to equipment, production processes and quality, as well as on clinical implementation.
Colleagues in the Nordic countries that could be interested in and benefit from potential collaboration around 3D-printing of medicines were identified and invited to a kick-off meeting held in November 2024. Criteria for joining the network include expertise in 3D-printing of medicines or involvement in planning or executing the implementation of 3D-printing into pharmacy production. During the 29th EAHP Congress in March 2025 colleagues from other European countries expressed their interest in joining the network. Since August 2025, the network has received valuable reinforcement and expertise from new members across Europe.
The network has expanded to include participants from 6 different countries who meet online 3-4 times a year. The topics discussed are the status of implementation and projects in the participating organizations, experiences and challenges, requirements from regulatory agencies and news from publications, congresses and webinars. The value gained for the individual members is the knowledge sharing and peer support among colleagues in an activity that is still very new and lacks specific regulations and guidelines.
The future goal is to expand our collaboration into scientific research by identifying relevant topics where our combined strengths can provide important new knowledge and insights for the entire European hospital pharmacy sector and, especially for future patients.
Production and Compounding
Sadaoui Talwit, Guicheron Gaëlle, Llari Tahina, Jolicart Maude , Bloch Vanessa, Delage Clément, Gasmi Linda, Belaid Imene
Compounding sterile injectables carries a contamination risk, and sterility of extemporaneously compounded preparations cannot be verified afterwards. In line with national Good Compounding Practices (BPP 2023), we sought to formalise APS to assess and (when needed) rehabilitate operators’ aseptic technique while strengthening patient safety and quality assurance.
We implemented an aseptic process simulation (APS; media fill) as a standardised pathway for initial qualification and requalification of operators involved in sterile injectable compounding. The APS challenges the process in worst-case conditions and provides documented evidence of aseptic competence.
We conducted a literature and practice review, including BPP 2023 guidance and NHS recommendations (“Universal Operator Broth Transfer Validation”), canvassed three French hospital pharmacies for return of experience, and selected commercial kits. We drafted a local SOP and protocol defining a worst-case scenario: simulated failure of the microbiological safety cabinet (work on a clean bench in a controlled area), without an assistant, and under real-life constraints. Each session was supervised by an evaluator; glove prints were taken on Count-Tact plates at the end of the run. All filled units were incubated for 14 days (7 days at 20–25 °C, then 7 days at 30–35 °C) with daily visual checks recorded in an electronic log, and final turbidity reading.
Four APS runs have been completed to date (pharmacist, pharmacy intern, and technicians), all compliant with no microbial growth detected. One technician remains to be tested due to scheduling constraints. The process now underpins our documented pathway for operator assessment and provides a basis for microbiological trending.
APS will be rolled out to all staff with annual requalification, and ad-hoc re-testing whenever there are changes to the process, critical equipment (e.g., MSC/BSC), or the classified cleanroom (e.g., grade change, layout/HVAC modifications), or when practice drift is observed. We will add structured behavioural/technical checklists to each run and track KPIs (pass rate, contamination rate, time-to-certification, observation deviations). Microbiological results (glove prints, environmental plates) will be trended with action thresholds, and APS will be complemented by routine observation-based assessments to ensure safe sterile compounding.
Patient Safety and Quality Assurance
Debaisieux C. (1) ; Gilles M-A. (1) ; Fernando S. (1) ; Zeggagh N. (1) ; Ngeussong A. (1) ; Antignac M. (1) ; Metz C. (1) ; Charbonnier Beaupel F. (1)
The closure process is a critical stage in clinical trials, ensuring the financial sustainability of the clinical research unit and enabling archiving and relocation to free up storage space. The VEGACE project was designed to reorganize and streamline this process.
The initiative aimed to optimize trial closure to improve efficiency, safeguard financial viability, and enhance space management. A structured action plan was developed, focusing on visual management, daily planning, and staff training.
A working group composed of a pharmacy resident, a pharmacy student, and a quality management student implemented the plan between June and August 2025. Visual management was redesigned through a dedicated tracking board displaying each trial’s name, if the closure is urgent or not, and cloture’s status (to do, to validate). Daily scheduling ensured that at least one staff member was consistently assigned to closure tasks. Training sessions involved newly recruited staff, expanding the team’s expertise and engagement.
Since the launch of VEGACE, the unit has recorded a substantial increase in productivity. From January to May 2025, only 4 studies were closed, compared with 73 between June and August (4 in June, 13 in July, 56 in August). Over the same period, additional costs amounted to €22,953 before VEGACE versus €239,351 afterwards (€22,138 in June, €77,775 in July, €139,438 in August). In parallel, 3,196 linear meters of clinical trial documentation were archived, freeing valuable storage space. Staff engagement also improved, with 10 members trained compared to only 3 before VEGACE.
This reorganization has reinforced financial sustainability, optimized space management, and promoted broader staff involvement. The next step will be to ensure continuity by monitoring efficiency through systematic use of the tracking board, cost analysis, and ongoing training of new staff members.
Clinical Pharmacy Services
P.Chu, W.Short, L.Bailey, S.Williams, D.Moss and LA Bissell
This improvement initiative addressed national recommendations following the United Kingdom Parliamentary Inquiry in 2023 into homecare services calling for improved processes and systems. Homecare represents over half of the medicines spend for Leeds Teaching Hospitals (LTH). Rheumatology serves the largest clinical cohort with over 3,500 patients receiving homecare medicines. This project aimed to address service gaps in safety, communication and efficiency to ensure delivery of high-quality, patient-centred care.
Using the Kaizen-based Leeds Improvement Methodology (LIM) modelled through an intensive, week-long event, this project aimed to optimise the homecare process within Rheumatology. Objectives included improving workflow efficiency for prescription batching, query tracking and enhancing the patient-staff communication model, thereby increasing overall patient and staff satisfaction. Multiple process changes were implemented to improve overall efficiencies.
Triumvirate team buy in was crucial for the success and facilitation of this event because it required one week of multidisciplinary team (MDT) engagement from representatives in all stages of the process flow. Iterative Plan-Do-Study-Act (PDSA) cycles were used to test improvements. Value Stream Mapping supported the visualisation of workflow and identified non-value-adding activities. Quantitative data and emotional touchpoint surveys informed changes throughout this event and acted as ongoing metrics to monitor impact.
• A single, co-located MDT homecare hub was established, facilitating a streamlined, one-piece flow and minimised delays.
• An electronic text messaging system alerted patients to required blood tests to facilitate safe prescribing, this replaced postal notifications and supported the sustainability agenda.
• Prescription lead time decreased by 71% from 24 days to 7 days.
• Volume of work in progress reduced by 30%.
• Staff satisfaction relating to process efficiency rose from 24% to 65%.
• Staff satisfaction relating to morale rose from 0% to 60%.
• Incident reports and formal patient complaints were 0 by day 90.
The LIM framework and MDT approach resulted in significant enhancements in operational efficiency, communication and improved patient experience. The measured outcomes aligned with national recommendations for increased transparency and accountability. The project established a scalable and sustainable model by empowering staff to effect change. The next step is to review practice in other therapy areas to translate these improvements Trust wide.
Clinical Pharmacy Services
C González-Pérez, E Tejedor Tejada, F Capdevila, C Martínez Nieto, A Ferrer Artola, G Lizeaga Cundín, JA Domínguez Cháfer, A Martín Uranga, V Morales, M Serrano Alonso.
Spain aims to reinforce its position as a leading country in clinical research at the European and global level. Hospital pharmacists are essential to ensuring the safe and efficient management of IMPs, yet their role is often under-recognized or inconsistently defined.
The increasing complexity of clinical trials—driven by digitalization, decentralization, and environmental demands—requires updated, standardized guidance to support excellence, regulatory compliance, and equitable access.
A multidisciplinary working group, including representatives from the pharmaceutical industry (Farmaindustria), hospital pharmacists from the Spanish Society of Hospital Pharmacy’s (SEFH) Clinical Trials Group, and the General Council of Official Colleges of Pharmacists, revised the 2022 edition of the Excellence Guide for the Conduct of Clinical Trials in Hospital Pharmacy.
The updated guide focuses on:
Clear definitions of pharmacy and sponsor responsibilities across trial phases.
Practical recommendations for investigational medicinal products (IMP) handling, labelling, donations, traceability, and medicine shortages.
Integration of digital tools and electronic documentation systems.
Sustainability practices aligned with European standards.
Strategic recommendations for decentralized trials and remote patient access.
The guide was developed through consensus among stakeholders, combining regulatory expertise, clinical experience, and operational insights. Contributions were based on real-world practices and aligned with current European legislation.
The updated Guide to Excellence in Clinical Trials in Hospital Pharmacy was developed and launched in Barcelona on September 30, 2025. The new edition offers a comprehensive framework to support hospital pharmacists throughout all phases of clinical trials, while also serving as a reference for sponsors and Contract Research Organizations (CROs) regarding hospital pharmacy department procedures.
Additionally, it includes annexes with practical infographics covering key areas such as a welcome manual model for sponsors, IMP accountability, site initiation preparation, remote monitoring, hazardous drug disposal, and non-sponsored medication management. These resources aim to facilitate implementation and harmonize practices across institutions.
The guide will be disseminated through professional networks, social media, specialized journals, and mailing lists targeting hospital pharmacists, CROs, pharmaceutical sponsors, and universities offering specialised training for clinical trial monitors.
A national survey will be launched to assess the reach and impact of the new edition and to identify challenges and improvement areas for future updates.
Patient Safety and Quality Assurance
Naila Aljahdali, Hala Al-Buti, Rana AlKhanbashi, Afaf Almalki, Basem Elbehiry, Mohammed El-Kholi, Ahmed Albariqi, Sara Dabab
Medication errors, particularly in intravenous preparation, delivery, and administration, pose a significant safety concern in healthcare settings. At King Fahd Armed Forces Hospital in Jeddah, delays in IV antibiotic preparation and delivery were identified as critical issues affecting patient outcomes and pharmacy services. The project aimed to decrease the turnaround time between the order and delivery of IV antibiotics to < 20 minutes by December 2025. Also, reduces medication errors and associated costs, and increases healthcare practitioners’ satisfaction with the new Inpatient/IV Pharmacy workflow.
Key strategies included tracking short stability and fixed-dose IV antibiotic utilization, configuring the Health Information System for premixed diluent products, incorporating new stock numbers in automated dispensing cabinets, conducting comprehensive training for healthcare practitioners, and satisfaction surveys.
This project implemented semi premixed IV antibiotic bags from August 2023 to August 2025 in Obstetrics and Gynecology, Medical, and Surgical units for Cefazolin 1GM and Meropenem 1GM. Utilized Lean methodology and Plan-Do-Study-Act (PDSA) cycles to optimize workflows. Baseline assessments were conducted to evaluate order-to-delivery times, medication errors, and wastage cost pre/post intervention.
The intervention resulted in a significant reduction in turnaround times from an average of 48 minutes to 17 minutes. Medication errors decreased from an average of 47 to 17 incidents, and the number of returned IV medications dropped to zero. The estimated cost savings from reduced waste amounted to approximately 113,382.324 SAR.
The implementation of semi premixed IV antibiotics significantly improved turnaround time of the medication order and delivery, enhanced patient safety, and increased practitioner satisfaction. The successful application of Lean methodology underscores the potential for broader implementation of this approach across the hospital to further optimize healthcare delivery.
