Pharmacy Service Improvement at CVS (A) Case Study Stacy V. Cookley American University Problem: Dissatisfied consumer experience, due to issues with prescription fulfillment. Solution: 1) Drop-off • Constantly Monitor Station • Ensure technician is always available 2) Data Entry • Enter and verity data while customer is present • Technicians will convey any conflict in the third party payment • Drug Utilization Review (DUR) 3) Insurance Check • Gather and check data while customer is present 4) Production • Partial Refills • Record prescription status 5) Pick-up • At home delivery • Phone calls • Quick pay IT Changes: 1. Implementation of computer system to register prescriptions 2. Virtual queue Summary: Drop-off
Jules Michelet once stated, “Achieving a goal is nothing. The getting there is everything.” This quote reveals that all goals are not hard to achieve, it is the journey that is difficult. These factors can either hinder individuals from achieving their goals or some use the negative as a stepping stone. According to “Just Walk on By: Black Men and Public Space” by Brent Staples and “Mother Tongue” by Amy Tan, this quote becomes relatable. Staples and Tan experience many internal and external factors that impeded their goals. For instance, Staples experience many racial and gender-based conflict on his road to success as Tam face many language-based and literacy-based barriers preventing triumph. Although Tan and Staples encounter various hardships on their journey toward success; instead of quitting due to frustration, the two creates a greater force towards achievement.
Cornerstone also allows a practice and their clients to interact in various ways such as sending automatic reminders by mail and/or email. Clients can also confirm via email or text with the confirmation recorded in Cornerstone automatically. Customized alerts pop up when checking in clients such as patient temperament, overdue procedures and vaccines as well as alerts when clients have cancelled or missed appointments. Ultrasounds, x-rays and even patient profile pictures can be stored and easily accessed when needed. Patient Records such as urinalysis, cytologies, ultrasound reports, x-rays and SOAP notes are kept in chronological order in the patient summary section for easy access. Templates for surgeries, SOAPS, Vitals, routine wellness checks as well as necropsy requests and reports can be easily accessed and customized through the Cornerstone software. Cornerstone is also able to import lab results directly from the lab into the medical record. Labels for prescriptions as well as cage cards and collars can be easily printed for clear and concise patient care and safety. Cornerstone’s billing and invoicing system allows doctors to add treatments for hospitalized or boarding patients while simultaneously creating an itemized bill. Cornerstone can also process payments and accepts all major credit cards. Through a partnership with MWI Veterinary Supply, Cornerstone enables a practice to place MWI orders directly through Cornerstone, providing complete tracking of inventory. IntraVet offers a real time inventory control system to track common inventory values, such as average cost, ratios of products bought and sold, tax recording, controlled substance consumption and inventory, dispensing fees, and discounts. The system is also capable of generating reports for inventory consumption and quantities of products on hand, and can create
Springfield General Hospital (SGH) is committed to high quality healthcare for patients, and providing tools to support physicians, nurses and pharmacists. SGH leadership approved the computerized physician order entry (CPOE) system as a solution to reduce prescription errors, and the results of the CPOE project are disappointing. The data show increased prescribing errors after implementing the CPOE; resulting in increased costs for adverse drug events, rather than the planned cost reduction (Spector, 2013). This change management plan provides the SGH board of directors and executive management team pragmatic steps to increase quality for patients by assessing the root issue of hospital
CVC pharmacy chain which is the largest drugstore company the United States of America made dramatic call and decision that received numerous debates and criticism worldwide. The globally trusted company made a controversial decision to take away the tobacco and cigarettes from their stores. The decision from the hugely known drug store company was indeed brave and strategic in consideration of the business ethics that they organizations wanted to maintain. Their decision was made public on February 2014 hence received many reactions from the agencies, governments, individuals, corporate and the media. Therefore, this paper will elaborate the significance of the strategic decisions made in the industry by examining whether the business decision
CVS CEO Larry Merlo demonstrates the transformational style of leadership. Transformational leaders like Mr. Merlo employs the kind of leadership that motivates employees to invest their energy into strategies ( Kouzes & Posner, 2007). His leadership philosophy and behavior aligns with the description and definition of a transformational leader. According to Kouzes and Posner (2007) , transformational leadership occurs when in the process of interaction, individuals raise one another to higher levels of motivation and morality (Kouzes & Posner, 2007). Their goal, which might have started as distinct and separate, but related, become fused (Kouzes & Posner, 2007). When individuals are part of an entity that raises them to higher levels
Walgreens seems to value their buildings and the land those buildings exist upon along with the abilities to improve these. Of course with these buildings and land, equipment and fixtures lie within them. The value that Walgreens puts upon the equipment and fixtures super cedes any other factor of importance. Likewise, CVS appears to consider the same items as significant. However the only item that CVS embraces value to that Walgreens does not are their leasehold improvements
CVS works with medical partners to offer discount at pharmacies for approved drugs. Behind the scenes, specialty copay adjustments are manually entered and batch then sent to insurer via electronic file. Currently, the departments at CVS who are directly involved with processing specialty coupon rebates at CVS are Integrated Accumulations and Account Management. Motivation for a new seamless way to process the specialty copay rebates are (1) accuracy, (2) timeliness, and (3) automated real-time processing. Currently specialty adjustments are processed manually and processed once every 24 hours. Typically, there is lag time and the current process lacks a quality check point. Both departments (Integrated Accumulations and Account Management) would benefit from a faster option to process adjustments. Specialty drug as defined by a 2017 American College of Clinical Pharmacy article include Medications that have a total average cost greater than $1000 per prescription or an average daily cost larger than $33 per day (Optimizing specialty drug use,
High-Moderate Uncertainty- Sears environmental uncertainty is due to not having a strategic intent or plan around its identity. Sear’s has defined themselves as integrated retailer. Having many focuses from merchandising, automotive, home improvement and specialty retail; Sears has allowed itself to be subject to many uncertainties within the retail market. This is largely due to the rapid changes that has been made to the Sears business model and strategic focus over the years. This has created uncertainty in its consumer and employee cultures. Although Sears has few external elements; they are difficult to predict due to changing retail and customer interests.
This paper explores the self-proclaimed pharmacy in all of North America, known as Walgreens. This paper will go over what made Walgreens the top pharmacy by diving into How technology has helped and improved the company as a whole, the development of the company 3 years prior to 2016 as well as the SWOT (Strengths, Weakness, Opportunities & Threats) analysis of the company.
It is a legal entity organized and directed by physicians in private practice to negotiate contracts with insurance companies on their behalf. Participating physicians are usually paid on a capitated or modified fee-for-service basis and may also continue to care for patients not covered by the insurers with whom the IPA contracts. Perhaps the most significant function of an IPA is to exert influence on behalf of its members to counterbalance the leverage of health care insurers.
The email from the District Manager John West to the Customer Marketing Area Manager, Alan Clarke:
medications is more than the act of getting drugs to a patient. The delivery of medication is directly tied to the charge for the medication. Thus the responsibility for charging or crediting medication belongs to technicians. This aspect of their job is strictly governed by federal regulations. These laws hold the technician directly responsible for the accuracy of a patient’s account’s charge and credit transactions. Because every dose is related to a specific day and time, when technicians credit they must apply that change to the corresponding dose. Assignificant as accuracy is to the patient’s account, accuracy in the making of their medications is even more important.
Publix strives to utilize the industry-wide differentiation strategy. Although Publix isn’t open 24/7 and does not have self-checkout (which also plays a role in its strategy), it focuses on providing the best customer service and facility presentation. The grocery store chain sets itself apart from the competition by keeping their stores as neat, organized and clean as possible; as well as Publix strives to provide the highest degree of customer service and accommodation as possible. Not only is the staff friendly and knowledgeable, they are encouraged to assist customers to the best of their abilities, they even help with carrying out the groceries to your car and assist in loading. As mentioned before,
As responsiveness increases, the convenience store chain is exposed to greater uncertainty. A convenience store chain can improve responsiveness to this uncertainty using one of the following strategies, especially for fresh and fast foods:
Initially, Modine had an approach much different to Honda’s. Modine held informal, regular meetings once every month. At the meetings, manager would conduct and employees that saw interest in the product line would attend these meetings as well, to put in any input they had. They looked at the areas that they could improve on as employees, as well as review the product lines they had and from that, try to improve the quality overall. They went over included value analysis’, which helped the members in the meeting determine how to reduce product costs. They also evaluated the materials component to see how they could reduce material expenses. Managers took