Smart IV Pump: A Case Study

When looking to implement the 2 key strategies previously mentioned for reducing medication administration errors there are many barriers and facilitators for both smart IV pumps and BCMA. For successful implementation of the smart IV pump there is a lengthy set up stage (Heron, 2017) This stage involves creating the drug library for all care areas and setting the soft and hard limits. Heron (2017) proposes for successful implementation multidisciplinary teams of senior managers ward nurses, pharmacists, doctors and IT must effectively communicate and cooperate for creation of drug libraries and policies and establishing guidelines. Barriers may arise if not correctly done as it is argued nursing staff can become frustrated if data is not comprehensive

To achieve successful implementation of BCMA nursing and pharmacy staff must be active partners in the implementation phase (Ross, 2008). A multidisciplinary team must be able to work together to access problems that may arise and collectively problem solve for solutions (Ross, 2008). Ross (2008) outlines the importance of these team to be able to work together with mutual respect, understanding and maintain balance for the initial implementation phase to be

(2009) found there was nurse dissatisfaction in relation to the new system being implemented as they felt that it took to longer for stat orders to be completed and placed on the system. They conclude that for this issue to be elevated there needs to be good communication in place between pharmacist and doctors to speed up the process of stat orders. Furthermore, nurses in this study report that they felt that a side effect of BCMA was that it gave them less time with patients (Fowler et al., 2009). This is a sentiment that is echoed in a study by Ross (2008) where nurse reported a fear that this new system slowed them down and took them away from patient care. According to Ken et al. (2015), the barcodes need to be adapted to wards to ensure it is cohesive with their workloads and workflows. If this is not put in place to coincide with different wards needs work arounds will to taken by staff due to their view of the technology, training they received or the policies that are in place (Kopple et al., 2008). Kopple et al. (2008) concludes that as a result staff will blame the software if too many problems arise for it being