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Pharmacy Service Improvement

In: Business and Management

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UNIVERSIDAD RAFAEL LANDÍVAR
FACULTAD DE INGENIERÍA
INGENIERÍA INDUSTRIAL
SEMINARIO DE CASOS DE GESTIÓN

Pharmacy Service Improvement at CVS
Precaso

Guatemala, 26 de septiembre de 2015

Grupo 16
Sandoval Huertas, María Ximena 1139911

PRECASO: Pharmacy Service Improvement at CVS

Elementos del problema
¿Qué está pasando?
Customer Value Store (CVS) fue una de las mayores farmacias minoritas de Estados Unidos, con más de dos tercios de los ingresos que se generaban por todas las farmacias en ese país. Las operaciones están funcionando mal y no satisfacen a los clientes. Muchos de ellos están desertando como resultado a este mal servicio. Un equipo de la mejora del servicio de farmacias ha documentado el proceso actual de recepción, llenado y entrega de recetas, sus excepciones, y los problemas generados por las excepciones. Ahora la compañía debe decidir cómo cambiar este proceso, y qué cambios a los sistemas de información se deben hacer para apoyar el proceso de rediseño.

¿A quién?

ACTOR | FUNCIÓN | Jon Roberts | Vicepresidente de Operaciones de Tiendas | Josh Flum | Director de Tecnología de Tiendas | Tom Grossi | Consultor del Boston Consulting Group | Mitch Betses | Director de Operaciones de Farmacias |

¿Debido a qué?
Se llegó a esta situación pues en las tiendas de CVS, los clientes percibían una mala experiencia en el servicio al cliente que se les brindaba. Esto generaba descontento y reacciones negativas hacia los trabajadores de las farmacias, los cuales a su vez se estresaban por este tipo de acciones. Otro problema que venían experimentando era la pérdida de ventas repetitivas de los clientes por un total de $ 2.5B en ingresos perdidos en 2002.

Análisis de proyectos IT
Análisis utilizando los factores de viabilidad: * Apoyo de Dirección General: El proyecto de Pharmacy Service Improvement de CVS fue liderado y apoyado desde la alta gerencia con el entonces Vicepresidente de Operaciones de Tiendas. Además contaban con el apoyo de ellos cuando se tuvieran que revisar procesos vitales para el desarrollo de las farmacias. * Supervisión: La supervisión fue clave en el desarrollo del Pharmacy Service Improvement, que desde un inicio se realizó la validación y verificación del proyecto a través de la investigación en campo del desarrollo de las actividades dentro de las farmacias, además se tomaron en cuenta las distintas opiniones para no perder de vista los requerimientos de los clientes externos e internos de la compañía. * Uso de la solución: Se espera tener una programación específica para la implementación de las mejoras al proceso actual de despacho de medicinas en las farmacias logrando cumplir con todas las expectativas. * Equipo de trabajo: Se entrenaría al equipo de CVS por medio de un proceso de inducción y así asegurarse que todos sus operadores sepan como desarrollar de la mejor manera el proceso y manejar los requerimientos de los clientes adecuadamente. * Innovación: CVS adoptará una actitud innovadora e interpretará las señales del mercado generando un sistema que mejorará el servicio al cliente. Además, se planea la futura implementación de sistemas para agilizar la detección de fallas en los procesos y adelantarse al cliente.

Estrategia empresarial y tecnológica
Una de las herramientas tecnológicas con las que cuenta CVS en el proceso de despacho de medicinas en las farmacias era el sistema de información de farmacia que era una aplicación utilizada por todas las tiendas y que estaba conectada a las bases de datos centrales de CVS de medicamentos, recetas, clientes, pagos e informaciones del seguro.

Entre el plan de negocios que tiene CVS es mejorar el proceso de despacho de medicina para aumentar el nivel de servicio al cliente y así disminuir la rotación en el personal y evitar el decrecimiento en las ventas con los clientes.

Hechos e inferencias

HECHOS | INFERENCIAS/SUPUESTOS | Para el 2002, CVS era ya una de las farmacias minoritas más grandes de los Estados Unidos, con más de 4,000 tiendas e ingresos de $24.2 billones. | El comportamiento del mercado de CVS es predecible. | Los análisis de equipo de la Pharmacy Service Improvement indicaron que aproximadamente 7.2 millones de clientes habituales de farmacia CVS abandonaron durante el año. El volumen total de recetas creció durante el año 2,000 debido a que la empresa también atrajo a 8.5 millones de nuevos miembros regulares a lo largo del año, pero las deserciones de los clientes estaban obstaculizando el crecimiento. | | Una de cada cuatro recetas experimentaban un problema en algún momento del proceso de despacho, y el 16% de todas las recetas tenían problemas que aún estaban sin resolver a la hora que los clientes las recogían. | | 40% o clientes expresaron una queja. | |

Problemática

PROBLEMA | CAUSA | HERRAMIENTA DE ANÁLISIS | Mal servicio de atención al cliente. | Problemas en el proceso de despacho de medicinas en las farmacias. | FODA | Falta de seguimiento a las recetas donde se requería que el doctor aprobara. | Procesos manuales y deficientes. | FODA |

Análisis
CVS se enfrenta a un problema en su parte operativa, pues está funcionando mal y debido a estas cuestiones, los clientes se sintieron muy decepcionados de los servicios de la farmacia. Esta situación ha movido a CVS hacia una severa pérdida de clientes, además se están reduciendo las oportunidades de crecimiento de la compañía lo cual empuja hacia pérdidas financieras. El escenario actual indica que la empresa es incapaz de cumplir con los requerimientos del cliente, además cuenta con personal no calificado, y dispositivos operacionales obsoletos. El equipo de mejora de servicio de farmacia ha evaluado el proceso de despacho de medicinas actual y los problemas generados por estas excepciones en las prescripciones.

FODA

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