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11. TITLE include ' fiA STUDY TO D E"111 H6DOLOGY TO DETERMINE MANPOWER REQUIREMENTS FOR THE MATERIELDISTRIBUTION SERVICE AT THE COLONEL FLORENCE A. BLANCHFIELD ARMY COMMUNITY HOSPITAL1l. PERSONAL AUTHQR(S)AJ Duane L. JacKson

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C 19. ABSTRACT (Continue on reverse if 7ecessary and dentify by block number)This study was conducted to develop a methodology for determining manpower requirementsbased on workload factors. Actual time for tagk-aczqoplishment and actual dailyworkload performed for customer service, stock accountihg,-.and cost accounting sectionsof the Materiel Distribution Service were recorded. Two manpower prediction formulas,one based on time for task accomplishment and the other on workload act.mplished,were derived from the data. A significant difference was found between the pedictedmanpower requirements. The author concluded the formula based on workload was a -btterpredictive tool due to its inclusion of the minor tasks accomplished that were notmeasured by the task accomplishment model. KI . i--I..-

20. DISTRIBUTION/AVAILABILITY OF ABSTRACT 21. ABSTRACT SECURITY CLASSIFICATIONXVUNCLASSIFIED/UNLIMITED 0 SAME AS RPT. 0 DTIC USERS22a. NAME OF RESPONSIBLE INDIVIDUAL 22b- TELEPHONE (include Area Code) 22c. OFFICE SYMBOLLawrence M. Leahv. MAJ. MS (512) 221-6345/2324 NA-IHC

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89 6 ?06

A STUDY TO DEVELOP

A METHODOLOGY TO DETERMINE MANPOWER REQUIREMENTSFOR THE MATERIEL DISTRIBUTION SERVICE AT THE

COLONEL FLORENCE A. BLANCHFIELD ARMY COMMUNITY HOSPITAL

A Graduate Research Project

Submitted to the Faculty of

Baylor University

in Partial Fulfillment of the

Requirements for the Degree

of

Master of Health Administration -

byAccession For

NTIS GRA&IDTIC TAB

Major Duane L. Jackson, MSC Unnnnc'incrd ElJustif icrstion

June 1985

Availc- JIity Codes!Av, Ll. and/or

Dist Special

A 1

ACKNOWLEDGEMENTS

This project could not have been accomplished without the

help, advice and untiring assistance of many people. First, I

wish to thank my preceptor, Colonel Gerald C. Oliver, Deputy

Commander for Administration at the Colonel Florence A.

Blanchfield Army Community Hospital, Fort Campbell, Kentucky.

His leadership, guidance and support were invaluable throughout

this project.

The cooperation of all the personnel working in the

Materiel Distribution Service greatly enhanced the collection

of data and is deeply appreciated. Through observing their

daily routines, I was not only able to collect data for this

project, but also learn the practical side of operating an MDS

function.

I also have to acknowledge the young lady who had the

arduous task of typing this report and her untiring efforts to

complete the project on a timely basis. More importantly,

though, is Mrs. Donna Sanchez's friendly and energetic nature,

enduring the many changes that occurred while typing this

project, always looking on the bright side of things.

Finally, I cannot overlook my wife and two sons who have

endured so much while I was obtaining my education. Many times

my wife had to play the dual role of "father" and mother while

I was working on various projects. Their unceasing support at

home has made this project possible.

ii

TABLE OF CONTENTS

ACKNOWLEDGEMENTS....................... . .. ... . .. .. . . ..

LIST OF TABLES.........................v

ChapterI. INTRODUCTION.......................1

Background........................1Conditions Prompting the Study.............4Statement of the Research Effort............9objectives.......................9Criteria........................10Assumptions........................10Limitations........................11Literature Review.....................11Research Methodology..................13Endnotes........................18

II. DISCUSSION........................20

General.........................20overview of the Blanchfield MDS Section.........24The Warehousing Function................25Stock Accounting Function.................27Cost Accounting Function................28Quantitative Research and Analysis Phase........29Endnotes........................36

III. CONCLUSIONS AND RECOMMENDATIONS............37

Conclusions.......................37Recommendations.....................39

APPENDIX

A. DISTRIBUTION ALTERNATIVES.................41

B. DESIGN AND ELEVATION OF THE COLONEL FLORENCE A.

BLANCHFIELD ARMY COMMUNITY HOSPITAL ........... 43

C. MATERIEL DISTRIBUTION SERVICE MAJOR FUNCTIONS

AND SUBROUTINES.....................45

D. SUBROUTINE PERFORMANCE TIME COLLECTION SHEETS ..... .47

E. STATISTICAL DERIVATION FOR THE NUMBER OF OBSERVATIONSREQUIRED TO EVALUATE EACH SUBROUTINE .. ......... 68

F. STAFFING RESULTS FROM THE MOST RECENT MANPOWERSURVEY ........... ........................ 70

G. AVERAGE DAILY MEDICAL CARE COMPOSITE UNITS PRODUCED BYTHE COLONEL FLORENCE A. BLANCHFIELD ARMY COMMUNITYHOSPITAL, FY 1984 AND THE FIRST SIX MONTHS OFFY 1985 ........... ........................ 75

H. EXCHANGE CARTS USED AT BLANCHFIELD ARMY COMMUNITYHOSPITAL: SPECIFICATIONS AND COMPONENTS . ....... 77

I. CART REPLENISHMENT SCHEDULE ..... .............. 80

J. NINETY DAY WORKLOAD DATA FOR THE MATERIELDISTRIBUTION SERVICE ........ ................. 83

K. MULTIPLE REGRESSION ANALYSIS USING COLLECTED WORKLOADDATA ............ ......................... 97

L. ANALYSIS OF TIME MEASUREMENT STUDIES .... ........ 110

M. CONVERSION OF MEAN TIME TO PERFORM MDS TASKS TOSTANDARD FRACTIONAL MANDAY EQUIVALENTS . ....... 127

N. PAIRED COMPARISON HYPOTHESIS TEST ... .......... 129

0. COMPARISON OF THE TWO MODELS; NUMBER OF FULL TIMEEQUIVALENTS REQUIRED TO STAFF THE MDS .. ........ 133

BIBLIOGRAPHY ........... ........................ 137

iv

LIST OF TABLES

TABLE Page

1. Summary of Comparisons of DistributionAlternatives .......... .................... 3

2. The Calculation and Comparison of Full TimeEquivalents on a Monthly Basis Using theMultiple Regression and the Engineered Models . . . 34

v

CHAPTER I

INTRODUCTION

Background

A valid concern of logisticians is how to get materiels to

the correct user in the right quantity and at the right1

time. The accomplishment of this goal not only leads to

operational efficiency but also helps to reduce costs by

minimizing the amount of stock on hand, theieby reducing the

potential for pilferage and limiting waste. To help resolve

this dilemma, the identification of internal inventory transfer

operations as an operating area has been recognized by

logisticians to integrate the physical distribution and2

materiels management operations within an enterprise.

In a hospital environment the internal inventory transfer

dilemma translates into a problem of moving supplies from a

warehouse or central storage facility to the various wards and

clinics in the proper quantity to insure medical support is not

interrupted by a stockout condition. To counter this problem,

many hospitals have integrated internal inventory transfer

operations into the logistical functions through the use of a

materiels distribution service - MDS (also commonly called a

supply point distribution center - SPD). Distribution of

materiel to the wards or clinics from this central storeroom is

1

2

generally accomplished by one of three methods: (1) the

"fetch-and-carry system"; (2) the Par-level stockage system; or3

(3) the cart-exchange system. The processes of these three

systems are illustrated in Appendix A.

In the fetch-and-carry system, the customer plays an

active role in ordering supplies. Someone on the using unit is

delegated the responsibility of maintaining adequate levels of

supplies, filling out appropriate requisition forms and

submitting the request to the central storeroom. The central

storeroom fills the request and delivers the materiel to the

user. Frequency of this process is dependent upon the actions

by the user, while the central storeroom plays a passive role

until activated by a supply request.

Par level stockage is based on es