Pharmacy service management is a common healthcare concern

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Apr 3, 2024

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1 CANADIAN PHARMACY Shoppers Drug Mart Comprehensive March 26, 2024

2 CANADIAN PHARMACY Pharmacy service management is a common healthcare concern. Due to outdated techniques and technology, Shoppers Drug Mart, a major Canadian pharmacy chain, lost efficiency. Pharmacy services are in demand because to an aging population, increased chronic illnesses, and the complexity of contemporary healthcare. Long wait times, medication mistakes, inventory management, and unhappy customers are symptom. Patient safety, consumer loyalty, and legal issues might result from pharmaceutical administration failures. New healthcare technology and customer behavior have boosted expectations for speedier more convenient and error free pharmaceutical services (Canadian Pharmacists Association, 2016). To fulfill the desired outcomes Shoppers Drug Mart pharmacies should improve efficiency, accuracy, and customer services. This entails simplifying procedures, modernizing technology, and educating and engaging workers. The ultimate aim is to provide fast and accurate drug distribution, decrease wait times, mistakes, inventory management, and customer happiness and loyalty. Shoppers Drug Mart hopes to preserve its trusted healthcare status and develop sustainably in a competitive market by fulfilling these goals (Canadian Pharmacists Association, 2016). This changes program involves Shoppers Drug Mart management, pharmacy personnel (Pharmacists, pharmacy technicians), IT, customers, regulatory bodies, and pharmacy technology suppliers. Shoppers Drug Mart management initiates and oversees change, while pharmacy personnel adopt new procedures and technology. The IT department is vital to technology selection and deployment. Customer satisfaction drives pharmacy chain success, making them vital stakeholders. Pharmacy standards are enforced by regulators. Suppliers offer technological solutions and support. The pharmacy service modifications at Shoppers Drug Mart may also indirectly affect healthcare professionals, insurance providers, and community groups (Canadian Pharmacists Association, 2016). The present condition may be measured by medicine dispensing wait times, medication mistakes, inventory turnover, customer satisfaction, and regulatory compliance. For example, Shoppers Drug mart pharmacies may aim to cut wait times by a specific percentage in minutes. Aim for less medication mistakes by counting events each month. To optimize inventory management, assess inventory turnover rate by comparing inventory to sales over a period. Surveys may calculate customer satisfaction and improve ratings over time. Audits and inspections aim for complete regulatory compliance. Revenue and profit margins may also be used to assess Shoppers Drug Mart pharmacies business success after adjustments (Canadian Pharmacists Association, 2016). Changes strategy and Plan applying Kotter Framework: Create awareness among stakeholders about the need for change as the first step in establishing a sense of urgency. This entails discussing Shoppers Drug Mart pharmacies issues such excessive wait times, medication problems, and consumer unhappiness. Key stakeholders will get data and analytics on these challenges. Employee engagement and change support will be achieved via town hall meetings, email exchanges, and educational seminars. Market research and competition analysis may also underline the significance of adjusting to changing customer expectations and healthcare technology. Secondly, establishing a Powerful coalition it is of the utmost importance to establish a coalition consisting of prominent persons who are able to support the change effort. This

3 CANADIAN PHARMACY coalition will comprise top management, pharmacy managers, critical workers, and IT representatives. Leadership, direction, and support will be their responsibility throughout transformation. Coalition members will meet and workshop to align their goals. Organizational change resistance will also be identified and addressed. To achieve mutual aims, coalition members must trust and communicate. A compelling and distinct vision for the future of Shoppers Drug Mart pharmacies will be produced as part of the third step, which is the creation of a vision for change. Operational efficiency, customer experience, and patient safety will be stressed in this goal. Presentations, posters, and intranet messaging will effectively explain the vision to stakeholders. The transformation effort will be guided by it, empowering staff to work together. Stakeholders will also be identified and addressed. To achieve mutual aims, coalition members must trust and communicate (Maciver, 2010). In next step, effective communication plays a crucial role in ensuring that all stakeholders understand and accept the transformation vision. The vision and reasons will be communicated via staff meetings, newsletters, and training. Feedback systems will foster two- way discussion and answer employee problems and inquiries. Leadership message will emphasize the shift and sustain momentum. Communication tactics will also be tailored to stakeholder preferences, interests, and change process engagement (Maciver, 2010). Successful change implementation requires employee empowerment. Pharmacy workers will get training to adapt new methods and technology. Process reengineering and technology integration will be led by cross functional teams. Encourage employees to submit ideas and continual development. Resources and support will also be provided to equip workers to contribute to change. Employee recognition and rewards boost morale and motivation, increasing engagement and commitment to shared objectives (Maciver, 2010). Highlighting short-term wins is crucial for maintaining morale and demonstrating progress towards desired results. Quick achievements like lowering wait times or prescription mistakes in pilot pharmacies will be acknowledged company wide. Individuals and teams will get recognition and rewards for their transformation efforts. Short-term successes will boost confidence and change. These successes effects on key performance measures and corporate goals will be communicated to reinforce the link between individual actions and organizational success (Maciver, 2010). To promote change, consolidate achievements by reinforcing existing improvements and resolving any lingering impediments or opposition. Improved performance will be regularly evaluated to guarantee sustainability. The group will record and share successful transformation efforts to help other pharmacies replicate them. As required, resources and assistance will be offered to overcome difficulties and achieve transformation. To guarantee the change effort long-term effectiveness and sustainability, emergent challenges and implementation gaps will be identified and addressed. Building on early victories, continual communication and involvement will help preserve focus and commitment to continuous progress (Maciver, 2010). Anchoring new methods in culture Embedding the changes into the fabric of organisations is the last step in the progress of anchoring new methods in culture. Leadership commitment staff involvement, and incentive alignment with desired behaviours are needed. For successful onboarding and skill development, training and development programs will be

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