Getting to Know the Features and Advantages of a Pharmacy Software

A pharmacy is a medical shop that provides medication to customers. Pharmacy software is a solution the shop utilises to ensure safe selling of the drugs to consumers and in an effective manner.A drug store keeps in its inventory a large number and variety of medicines. Remembering the crucial details of each is not possible for human workers. Management software can store information like toxicity, side effects, potency, expiry date, etc. and make it easily accessible to the employee.Some Features of a Medical Shop SoftwareThough a management software comes with countless characteristics, explained below are just few of the most important.

Loading of Data

The second the pharmacy begins operation there is a need to access and control a lot of data, i.e., information related to every medicine sold. This requires the mammoth task of manually filling in each detail of each inventory item. Even if the chore is given to a junior employee, it is vital to check their progress. Simply said, a lot of resources are put into just one job and a job that doesn’t guarantee to be 100% accurate because human-errors always happen.A good medical software will come with the feature to extract data from a CSV or Excel file and load it onto the system. With this attribute, the time taken to complete the task is reduced, and there are no chances of errors occurring.

Management of Inventory

Inventory management makes the pharmacy more efficient and decreases operational costs by keeping track of the medicines sold. Out of all features of a billing system, this is the crucial one.Using the software, the inventory of the pharmacy can be tracked automatically meaning an employee doesn’t need to perform the laborious task of handling and monitoring inventory. Their time can be utilised for more beneficial activities. This feature also controls access to the drugs in the store which improves security and enables accurate medicine dispensing.

Point of Sale Integration

The most practical application of a pharmacy solution is POS. The feature keeps a check on the cash flow on all floors of the pharmacy and other chains (if present).

Barcode Scanner

The barcode scanner allows verification of each drug that passes the POS and helps keep track of all sales. It also aids in

retrieval of refill information

verification of dispensed product

Advanced Reporting

Some pharmacy management systems come with a library of report templates. These built-in reports can be employed by workers to work faster. The process is easier for the employee and the information that needs to be tracked and reported is far more accurate.

E-Prescriptions

The application allows the pharmacy to receive new prescriptions from doctors or refill prescriptions directly. Electronic prescriptions make the process of getting the medicine to the patient faster.

e-Signature

The element saves time during the purchase of medicine because it allows the sale to be signed electronically. In one transaction, the employee can electronically track acknowledgment of each prescription sold.

Clinical Integration

Some pharmacies employ many clinical tools such as dosing guides, lab information, and drug interactions. The clinical integration allows the pharmacy software to be incorporated with the tools for better services.

Pill Imaging

The feature guarantees that no incorrect pill is dispensed. At the quality check, the pills are displayed and then compared with those being purchased. The comparison ensures that the right medicine is given. Pill imaging makes for a valuable tool to enhance the accuracy and quality of prescription filling.The Paybacks of a Management Solution for a PharmacyWhen the right pharmacy software is employed, a medical shop delivers the best possible care to patients while increasing profit margins. It frees up precious time and resources which can then be focused on producing more business. A few essential benefits that come hand in hand with a pharmacy management solution are:

The cost of ownership is very low.

The applications of the system are wide-ranging and can be controlled by having different logins for the owner of the pharmacy and other employees.

Each user of the software can have diverse privileges by manually setting the rights of the user.

The software can be customised as per the needs of the shop making it as comprehensive or as narrow as required.

The productivity of the pharmacy increases which, in turn, amplifies profitability.

The sale procedure is considerably sped up through the Barcode scanner because it records details automatically.

More than just a front-end solution, a medical shop solution also takes care of the supply chain.

From alerting when the stock is low to informing the pending expiry date of medicines, the system comes with many useful features.

The analysis, information, and reports the software provides assist in better decision making for the business.

All data is stored in a centralised location and retrieving the data is easy with an interactive user interface.

A software is more than reliable. It is secure that safeguards the sensitive information of the medical shop completely.

Best in Class Finance Functions For Police Forces

Background

Police funding has risen by £4.8 billion and 77 per cent (39 per cent in real terms) since 1997. However the days where forces have enjoyed such levels of funding are over.

Chief Constables and senior management recognize that the annual cycle of looking for efficiencies year-on-year is not sustainable, and will not address the cash shortfall in years to come.
Facing slower funding growth and real cash deficits in their budgets, the Police Service must adopt innovative strategies which generate the productivity and efficiency gains needed to deliver high quality policing to the public.

The step-change in performance required to meet this challenge will only be achieved if the police service fully embraces effective resource management and makes efficient and productive use of its technology, partnerships and people.

The finance function has an essential role to play in addressing these challenges and supporting Forces’ objectives economically and efficiently.

Challenge

Police Forces tend to nurture a divisional and departmental culture rather than a corporate one, with individual procurement activities that do not exploit economies of scale. This is in part the result of over a decade of devolving functions from the center to the.divisions.

In order to reduce costs, improve efficiency and mitigate against the threat of “top down” mandatory, centrally-driven initiatives, Police Forces need to set up a corporate back office and induce behavioral change. This change must involve compliance with a corporate culture rather than a series of silos running through the organization.

Developing a Best in Class Finance Function

Traditionally finance functions within Police Forces have focused on transactional processing with only limited support for management information and business decision support. With a renewed focus on efficiencies, there is now a pressing need for finance departments to transform in order to add greater value to the force but with minimal costs.

1) Aligning to Force Strategy

As Police Forces need finance to function, it is imperative that finance and operations are closely aligned. This collaboration can be very powerful and help deliver significant improvements to a Force, but in order to achieve this model, there are many barriers to overcome. Finance Directors must look at whether their Force is ready for this collaboration, but more importantly, they must consider whether the Force itself can survive without it.

Finance requires a clear vision that centers around its role as a balanced business partner. However to achieve this vision a huge effort is required from the bottom up to understand the significant complexity in underlying systems and processes and to devise a way forward that can work for that particular organization.

The success of any change management program is dependent on its execution. Change is difficult and costly to execute correctly, and often, Police Forces lack the relevant experience to achieve such change. Although finance directors are required to hold appropriate professional qualifications (as opposed to being former police officers as was the case a few years ago) many have progressed within the Public Sector with limited opportunities for learning from and interaction with best in class methodologies. In addition cultural issues around self-preservation can present barriers to change.

Whilst it is relatively easy to get the message of finance transformation across, securing commitment to embark on bold change can be tough. Business cases often lack the quality required to drive through change and even where they are of exceptional quality senior police officers often lack the commercial awareness to trust them.

2) Supporting Force Decisions

Many Finance Directors are keen to develop their finance functions. The challenge they face is convincing the rest of the Force that the finance function can add value – by devoting more time and effort to financial analysis and providing senior management with the tools to understand the financial implications of major strategic decisions.

Maintaining Financial Controls and Managing Risk

Sarbanes Oxley, International Financial Reporting Standards (IFRS), Basel II and Individual Capital Assessments (ICA) have all put financial controls and reporting under the spotlight in the private sector. This in turn is increasing the spotlight on financial controls in the public sector.

A ‘Best in Class’ Police Force finance function will not just have the minimum controls to meet the regulatory requirements but will evaluate how the legislation and regulations that the finance function are required to comply with, can be leveraged to provide value to the organization. Providing strategic information that will enable the force to meet its objectives is a key task for a leading finance function.

3) Value to the Force

The drive for development over the last decade or so, has moved decision making to the Divisions and has led to an increase in costs in the finance function. Through utilizing a number of initiatives in a program of transformation, a Force can leverage up to 40% of savings on the cost of finance together with improving the responsiveness of finance teams and the quality of financial information. These initiatives include:

Centralization

By centralizing the finance function, a Police Force can create centers of excellence where industry best practice can be developed and shared. This will not only re-empower the department, creating greater independence and objectivity in assessing projects and performance, but also lead to more consistent management information and a higher degree of control. A Police Force can also develop a business partner group to act as strategic liaisons to departments and divisions. The business partners would, for example, advise on how the departmental and divisional commanders can meet the budget in future months instead of merely advising that the budget has been missed for the previous month.

With the mundane number crunching being performed in a shared service center, finance professionals will find they now have time to act as business partners to divisions and departments and focus on the strategic issues.

The cultural impact on the departments and divisional commanders should not be underestimated. Commanders will be concerned that:

o Their budgets will be centralized
o Workloads would increase
o There will be limited access to finance individuals
o There will not be on site support

However, if the centralized shared service center is designed appropriately none of the above should apply. In fact from centralization under a best practice model, leaders should accrue the following benefits:

o Strategic advice provided by business partners
o Increased flexibility
o Improved management information
o Faster transactions
o Reduced number of unresolved queries
o Greater clarity on service and cost of provision
o Forum for finance to be strategically aligned to the needs of the Force

A Force that moves from a de-centralized to a centralized system should try and ensure that the finance function does not lose touch with the Chief Constable and Divisional Commanders. Forces need to have a robust business case for finance transformation combined with a governance structure that spans operational, tactical and strategic requirements. There is a risk that potential benefits of implementing such a change may not be realized if the program is not carefully managed. Investment is needed to create a successful centralized finance function. Typically the future potential benefits of greater visibility and control, consistent processes, standardized management information, economies of scale, long-term cost savings and an empowered group of proud finance professionals, should outweigh those initial costs.

To reduce the commercial, operational and capability risks, the finance functions can be completely outsourced or partially outsourced to third parties. This will provide guaranteed cost benefits and may provide the opportunity to leverage relationships with vendors that provide best practice processes.

Process Efficiencies

Typically for Police Forces the focus on development has developed a silo based culture with disparate processes. As a result significant opportunities exist for standardization and simplification of processes which provide scalability, reduce manual effort and deliver business benefit. From simply rationalizing processes, a force can typically accrue a 40% reduction in the number of processes. An example of this is the use of electronic bank statements instead of using the manual bank statement for bank reconciliation and accounts receivable processes. This would save considerable effort that is involved in analyzing the data, moving the data onto different spreadsheet and inputting the data into the financial systems.

Organizations that possess a silo operating model tend to have significant inefficiencies and duplication in their processes, for example in HR and Payroll. This is largely due to the teams involved meeting their own goals but not aligning to the corporate objectives of an organization. Police Forces have a number of independent teams that are reliant on one another for data with finance in departments, divisions and headquarters sending and receiving information from each other as well as from the rest of the Force. The silo model leads to ineffective data being received by the teams that then have to carry out additional work to obtain the information required.

Whilst the argument for development has been well made in the context of moving decision making closer to operational service delivery, the added cost in terms of resources, duplication and misaligned processes has rarely featured in the debate. In the current financial climate these costs need to be recognized.

Culture

Within transactional processes, a leading finance function will set up targets for staff members on a daily basis. This target setting is an element of the metric based culture that leading finance functions develop. If the appropriate metrics of productivity and quality are applied and when these targets are challenging but not impossible, this is proven to result in improvements to productivity and quality.

A ‘Best in Class’ finance function in Police Forces will have a service focused culture, with the primary objectives of providing a high level of satisfaction for its customers (departments, divisions, employees & suppliers). A ‘Best in Class’ finance function will measure customer satisfaction on a timely basis through a metric based approach. This will be combined with a team wide focus on process improvement, with process owners, that will not necessarily be the team leads, owning force-wide improvement to each of the finance processes.

Organizational Improvements

Organizational structures within Police Forces are typically made up of supervisors leading teams of one to four team members. Through centralizing and consolidating the finance function, an opportunity exists to increase the span of control to best practice levels of 6 to 8 team members to one team lead / supervisor. By adjusting the organizational structure and increasing the span of control, Police Forces can accrue significant cashable benefit from a reduction in the number of team leads and team leads can accrue better management experience from managing larger teams.

Technology Enabled Improvements

There are a significant number of technology improvements that a Police Force could implement to help develop a ‘Best in Class’ finance function.

These include:

A) Scanning and workflow

Through adopting a scanning and workflow solution to replace manual processes, improved visibility, transparency and efficiencies can be reaped.

B) Call logging, tracking and workflow tool

Police Forces generally have a number of individuals responding to internal and supplier queries. These queries are neither logged nor tracked. The consequence of this is dual:

o Queries consume considerable effort within a particular finance team. There is a high risk of duplicated effort from the lack of logging of queries. For example, a query could be responded to for 30 minutes by person A in the finance team. Due to this query not being logged, if the individual that raised the query called up again and spoke to a different person then just for one additional question, this could take up to 20 minutes to ensure that the background was appropriately explained.

o Queries can have numerous interfaces with the business. An unresolved query can be responded against by up to four separate teams with considerable delay in providing a clear answer for the supplier.

The implementation of a call logging, tracking and workflow tool to document, measure and close internal and supplier queries combined with the set up of a central queries team, would significantly reduce the effort involved in responding to queries within the finance departments and divisions, as well as within the actual divisions and departments, and procurement.

C) Database solution

Throughout finance departments there are a significant number of spreadsheets utilized prior to input into the financial system. There is a tendency to transfer information manually from one spreadsheet to another to meet the needs of different teams.

Replacing the spreadsheets with a database solution would rationalize the number of inputs and lead to effort savings for the front line Police Officers as well as Police Staff.

D) Customize reports

In obtaining management information from the financial systems, police staff run a series of reports, import these into excel, use lookups to match the data and implement pivots to illustrate the data as required. There is significant manual effort that is involved in carrying out this work. Through customizing reports the outputs from the financial system can be set up to provide the data in the formats required through the click of a button. This would have the benefit of reduced effort and improved motivation for team members that previously carried out these mundane tasks.

In designing, procuring and implementing new technology enabling tools, a Police Force will face a number of challenges including investment approval; IT capacity; capability; and procurement.

These challenges can be mitigated through partnering with a third party service company with whom the investment can be shared, the skills can be provided and the procurement cycle can be minimized.

Conclusion

It is clear that cultural, process and technology change is required if police forces are to deliver both sustainable efficiencies and high quality services. In an environment where for the first time forces face real cash deficits and face having to reduce police officer and support staff numbers whilst maintaining current performance levels the current finance delivery models requires new thinking.

While there a number of barriers to be overcome in achieving a best in class finance function, it won’t be long before such a decision becomes mandatory. Those who are ahead of the curve will inevitably find themselves in a stronger position.

Hotels in Hyderabad Near Railway Station

The City of the Nizams- Hyderabad is the largest city of Andhra Pradesh and is one of India’s culturally significant cities of India. Read on to find out more about the city and also check out some good hotels in Hyderabad near railway station.Hyderabad is the administrative capital of the state of Andhra Pradesh and is an important business destination in south India. Once the seat of the opulent and enormously rich Nizams today it is a bustling metropolis and one of India’s first IT hubs. The city is famous for its multi cultural identity and especially its Nizam inspired cuisine like the legendary Hyderabadi Biriyani. Situated on the banks of the river Musi and the huge Hussain Sagar Lake, Hyderabad is one of the finest examples of the traditional and modern mixing together. The landmark of the city is the iconic Charminar which is a prayer hall and was built by Mohammed Qutb Shah. Other major tourist attractions in Hyderabad that you must visit include the Hussain Sagar Lake, the enchanting Chowmahalla Palace, Golconda Fort and Mecca Masjid, etc.Hyderabad is one of the metropolises of India and is very well connected with the rest of the country by roads, railways and airways. The Rajiv Gandhi International Airport connects it with the rest of the world. Secunderabad Junction is the headquarters of the south central railway system and it is located on the northern side of the Hussain sagar Lake. It is the largest and most important railway stations in Hyderabad city and caters to express trains. Staying in hotels in Hyderabad near railway station could prove to be quite helpful as it will make your hotel easily accessible. You can also reduce your transportation costs and also save your time if you stay in hotels in Hyderabad near railway station as you won’t have to hire private taxis for travelling to/from your hotel. Below are some good hotels in Hyderabad near railway station that you can check out.Quality Hotels in Hyderabad near Railway StationHotel Karan is one of the finest budget hotels in Hyderabad that is located at a distance of 2 km from the Secunderabad Railway station. It enjoys wide recommendation among guests and is known for its service, facility and its cost effectiveness. It offers well furnished rooms that are equipped with all major amenities and costs Rs. 2210.Hotel Nakshatra is one of the finest 3 star hotels in Hyderabad located on MG road and is close to the Secunderabad railway station. It enjoys wide popularity among travelers and has received a customer recommendation of a full 100% and a star rating of 4.5 out of 5. It offers well furnished and fully air conditioned rooms that are equipped with all major amenities. It also offers some extra facilities like multi cuisine restaurant, coffee shop, parking facility and safe deposit locker. The rooms cost Rs.2500.