Kaizen Event Driven Platelet Management Change in a Hospital System Contributes to Reduced Outdate and Blood Center Transportation Cost Savings

Document Type

Conference Proceeding

Publication Date

10-1-2025

Publication Title

Transfusion

Abstract

Background/Case Studies: Maintaining a sufficient platelet (PL) supply while minimizing waste is a logistical challenge for a 407-bed rural Level 2 trauma hospital (RH) and blood center (BC) 105 miles away. RH belongs to an academic healthcare system and is 75 miles from its main hub, an 877-bed Level 1 Trauma Hospital (TH). TH distributes blood products to three nearby satellite hospitals. The BC initiated a Kaizen Event focused on reduced reliance of third-party couriers by improving transportation efficiency. Reduced scheduled delivery routes were mapped out according to standard number of deliveries defined by contract. The Kaizen effort was communicated at an all hospital meeting followed or preceded by discussions at impacted locations. BC shipped PL daily on standing order (SO) to both locations. TH implemented a change to assume responsibility of the daily delivery of PL to RH, utilizing established routes and internal procedures for shipment and billing. Total and STAT deliveries, BC transport cost, number and age of PL, PL hospital outdate, and satisfaction were assessed. Study Design/Methods: Data were studied for 16 weeks. Daily RH PL SO was reduced to zero and TH increased by three in BC ordering system (HemaControl). Daily BC to RH deliveries of other blood products reduced to three per week. TH maintained two deliveries per day. BC optimized SO shipment and delivery time for freshness. Delivery software (Elite EXTRA) tracked weekly delivery information. A query conducted in Well- Sky BECS provided product data. Reports were modeled in MS Power Query and pivoted in Excel. A standard BC cost per mile is established annually and used to determine savings. TH reported PL expiration and time to shelf. Data was compared year over year (YOY) for the same calendar date range. Near the end of the study period, management were interviewed, and responses utilized to assess satisfaction. Results/Findings: (Figure) Over the 16 weeks, the BC shipped 472 more PL to TH and 338 less to RH, resulting in elimination of 60 roundtrips to RH for a savings of $27,720 in BC transport costs. There was 8% YOY increase in total PL demand while all deliveries to TH increased 9%. Number of STAT priority requests reduced 6%. There was a 38% increase in SO PL issued with 4 or 5 days remaining. There was a 34% reduction in PL waste system wide. PL time to RH shelf was reported an average of 12 h sooner. Management described a medium increase in workload. RH reported a slightly declined platelet inventory while TH reported no change. Conclusions: A BC Kaizen Event led to identification and implementation of a new PL distribution strategy. The BC eliminated daily roundtrips, while PL levels maintained sufficient at RH. By using established routes, added transport costs to TH were avoided. Central management, fresher PL age and sooner time to shelf helped reduce PL waste. Both hospital partners reported an overall positive outcome.

Volume

65

Issue

S2

First Page

215A

Last Page

216A

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