Method and Structure for Increasing Work Flow

Abstract

A production and sales environment is provided with production and sales separated on different levels, such that sales and delivery are contained on a main level and production is completed on a secondary level. Products are moved between the two levels via a mechanical delivery system, for example a dumbwaiter. Further, the production level is visible to the sales level allowing customers to view the production of their products. For example, the production and sales environment comprises a pharmacy, restaurant, coffee shop, or the like.

Description

CROSS-REFERENCE TO RELATED APPLICATIONS

[0001] None.

BACKGROUND

[0002] The subject embodiments relate to work flow, particularly relating to methods of increasing work flow in a production and sales environment and various structures for increasing work flow in a production and sales environment. In particular, the embodiments relate to the utilization of separated work stations with designated functions within a production and sales environment.

[0003] The current methods of work flow in a production and sales environment are deficient for a plurality of reasons. Currently, many production and sales environments operate in an open manner where the production staff and product delivery staff work in an area that is visible and audibly accessible to customers. This method of work flow encourages disruptions and is detrimental to work flow optimization. Further, production staff and product delivery staff work side-by-side in crowded horizontal work space and require increasingly more horizontal work space as production volume increases. Therefore, production and sales environments that increase production volume inherently require increased horizontal space, thereby requiring a larger footprint for work areas.

[0004] Commonly, production staff and product delivery staff work in a common area such that they work in the same area. The stations are configured where a common work space such as the common horizontal work space is shared by all working parties. This shared work space leads to crowding and errors that is increased as volume increases.

[0005] Further, as production volume increases, the amount of horizontal space must increase to accommodate the increased production volume. Often, the need for increased horizontal space is hampered by the lack of available horizontal space in densely populated geographic area or highly desirable geographic area.

[0006] Consequently, production and sales environments are in need of methods for increasing work flow to increase the volume of production while not increasing the need for horizontal space. Moreover, production and sales environments are in need of structures for reducing needed horizontal space, thus decreasing the required footprint of the production and sales environment. Consequently, methods and structures for improving work flow in a production and sales environment are desirable for both production companies and customers.

SUMMARY OF EMBODIMENTS

[0007] The embodiments described herein meet the objectives stated in the previous section, and provide a method and structure for increasing work flow. A structure for a production and sales environment is constructed as a main level and a secondary level that are vertically separated where the main level is for the sales and delivery of products and the secondary level is for the production of products. This allows for the separation of these two functions such that a smaller horizontal footprint is required. The embodiments further provide a mechanical delivery system to transfer products from the production level to the sales and delivery level. Further, the production level and the sales and delivery level are interconnected by a work flow management system such that staff on both levels can communicate with staff on both levels.

[0008] The embodiments further aim to provide a structure and method to facilitate the viewing of production by customers on the sales and delivery level, thus allowing customers to view the production of their prescriptions, food products, etc. Various structures allow for the physical viewing of production from the main level including viewing windows, open walls, and others that allow for direct sightline viewing. Further, where direct sightline viewing is not practical, viewing of production is accomplished by placing an image capturing device on the production level and a display on the main level, wherein the image capturing device is electrically coupled to the display.

[0009] A further aim is to provide a mechanical delivery system to deliver products from the production level to the main level. Horizontal rows are arranged vertically in a carousel configuration such that products are stored vertically, thus reducing the amount of horizontal space required and allowing for delivery between levels. Optionally, mechanical delivery of products is accomplished by an elevator system.

[0010] The embodiments still further aim to decrease the perceived wait time by customers during production of products. The viewing of production by customers on the sales and delivery level provides a welcome distraction for customers while waiting on the delivery of the product. Therefore, the distraction of customers with the viewable activities of production decreases the perceived wait time of the customer, whether or not the wait time is actually decreased.

[0011] Accordingly, several advantages are to provide a method and structure for increasing work flow in a production and sales environment, to provide a vertically separate production level and sales level, to provide a method and structure for viewing of production by customers, to provide a mechanical delivery system to deliver products between levels, and to provide a decrease in the perceived wait time of customers. Still further advantages will become apparent from a study of the following descriptions and the accompanying drawings.

BRIEF DESCRIPTION OF THE DRAWINGS

[0012] The drawings and embodiments described herein are illustrative of multiple alternative structures, aspects, and features of the embodiments described and claimed herein, and they are not to be understood as limiting the scope of the embodiments. It will be further understood that the drawing figures described and provided herein are not to scale, and that the embodiments are not limited to the precise arrangements and instrumentalities shown.

[0013] FIG. 1 is a plan view of a production level positioned substantially above a sales and delivery level, according to multiple embodiments and alternatives.

[0014] FIG. 2 is a plan view of production level positioned substantially below a sales and delivery level, according to multiple embodiments and alternatives.

[0015] FIG. 3 is a flow chart of the various steps of the method for increasing work flow in a production and sales environment, according to multiple embodiments and alternatives.

[0016] FIG. 4 is a plan view of a production level positioned substantially above a sales and delivery level with a direct sightline to the production level, according to multiple embodiments and alternatives.

[0017] FIG. 5 is a plan view of a production level positioned substantially above a sales and delivery level with an image capturing device and display, according to multiple embodiments and alternatives.

[0018] FIG. 6 is a flow chart of the various steps of the method for increasing work flow in a production and sales environment with robotic assisted production, according to multiple embodiments and alternatives.

[0019] FIG. 7 is a flow chart of the various stations of the method for increasing work flow in a pharmacy, according to multiple embodiments and alternatives.

[0020] FIG. 8 is a flow chart of the method of an interactive voice response system, according to multiple embodiments and alternatives.

[0021] FIG. 9 is a flow chart of the method for designating urgency of in-progress prescriptions, according to multiple embodiments and alternatives.

[0022] FIG. 10 is a flow chart of the method for virtual patient counseling, according to multiple embodiments and alternatives.

[0023] FIG. 11 is a flow chart of a pharmacy with a robotic filling system, according to multiple embodiments and alternatives.

[0024] FIG. 12 is a flow chart of a method for managing in-progress prescriptions, according to multiple embodiments and alternatives.

[0025] FIG. 13 is a plan view of an in-progress prescription retaining device, according to multiple embodiments and alternatives.

[0026] FIG. 14 is a plan view of an inventory management apparatus, according to multiple embodiments and alternatives.

[0027] FIG. 15 is a plan view of a linear in-progress prescription management apparatus, according to multiple embodiments and alternatives.

DETAILED DESCRIPTION OF EMBODIMENTS

[0028] According to multiple embodiments and alternatives herein, a method and structure for increasing work flow in a production and sales environment and applications thereof shall be discussed in the present section.

[0029] A plurality of embodiments comprises methods and structures for increasing work flow in a production and sales environment. Said methods and structures further comprise various structures, methods, and steps.

[0030] FIG. 1 illustrates a structure for increasing work flow in a production and sales environment. The structure is comprised of a sales and delivery level 115 (i.e. main level) and a production level 108 (i.e. secondary level). The sales and delivery level 115 often comprises a point-of-sale, product queue for delivery to customers, a delivery point for customers, a customer waiting area, drive-up window and still other areas. The production level 108 often comprises production equipment, inventory storage, packaging space, production space, and other areas and equipment. FIG. 1 further shows the production level 108 positioned vertically above the sales and delivery level 115. For example, in a two-story structure, the sales and delivery level 115 is on the ground floor of the structure and the production level 108 is on the second level of the structure, commonly referred to as a loft or an attic.

[0031] Still referring to FIG. 1, the structure further comprises a mechanical delivery system 127 that transports the product being produced from the production level 108 to the sales and delivery level 115. The mechanical delivery system 127 allows the product to be moved between levels without a person having to physically move between levels, thus providing added efficiency to the work flow. In some embodiments, for example, the mechanical delivery system 127 is a rotating shelving unit similar to the design of the in-progress prescription management apparatus shown in FIG. 14 below. The rotating shelving unit allows products to be placed on shelves for delivery to the sales and delivery level 115. Often, the rotating shelving unit comprises shelves oriented at an angle other than 90 degrees from the axis of rotation, thus allowing for the movement of product along the shelves to the lower level, sales and delivery level 115, similar to a helical shelf. Optionally, for example, the mechanical delivery system 127 is an elevator system that comprises a surface that moves substantially vertically between the production level 108 and the sales and delivery level 115. A common term for said elevator system is a dumb-waiter.

[0032] Now referring to FIG. 2, a structure for increasing work flow in a sales and production environment is shown. A sales and delivery level 215 is located vertically above a production level 208. The sales and delivery level 215 and production level 208 are further connected by a mechanical delivery system 227, similar to mechanical delivery system 127 shown in FIG. 1, with the exception that product is transferred upward in accordance with FIG. 2. For example, in a two-story structure, the sales and delivery level 215 is located on the ground floor of the structure and the production level 208 is located in the basement of the structure.

[0033] FIG. 3 shows the increased work flow method for a sales and production environment. For example, the work flow begins with a customer placing an order at a point-of-sale 334 located on the sales and delivery level 315. The sales order is then delivered to the production level 308 via the work flow management software or other means. The sales order is received on the production level 308 often in the form of displaying the order in a readable format on a work station 342 or similar equipment. The work flow management software or production staff then schedules production of the order in the production queue 356. The production of the product is then completed in the production area 363 of the production level 308 and the product is packaged for delivery in the packaging area 375. The product is then transported to the sales and delivery level 315 from the production level 308 via the mechanical delivery system 327, where the product is queued for delivery in the product delivery queue 389. The product is then delivered to the customer at the product delivery area 391. The separation of the sales and delivery 315 level and the production level 308 allow for the limited use of horizontal space.

[0034] Still referring to FIG. 3, for example, wherein the sales and production environment is a food production and delivery facility. A food and/or beverage order is placed at the point-of-sale 334. The order is then received at a production station 342 via the work flow management software and the order is scheduled in the production queue 356. The food and/or beverage order is then prepared in the production area 363 and packaged (i.e. bagged, plated, etc.) in the packaging area 375. The food and/or beverage order is then delivered via the mechanical delivery system 327 to the delivery queue 389. The food and/or beverage order is then delivered to the customer at the delivery area 391 or customer's table.

[0035] Now referring to FIG. 4, a structure for increasing work flow is shown comprising a production level 408, a sales and delivery level 415, and a mechanical delivery system 427 between the two levels. The production level 408 is located vertically above the sales and delivery level 415 and is situated such that the production level 408 is physically visible from the sales and delivery level 415 via a direct sightline 431. In some embodiments, for example, at least one wall of the production level 408 is made of glass or is at least partially open to allow viewing of production activities by customers from the sales and delivery level 415.

[0036] Looking now at FIG. 5, a structure for increasing work flow is shown comprising a production level 508, a sales and delivery level 515, and a mechanical delivery system 527. The production level 508 is either located vertically above or below the sales and delivery level 515. The production level 508 further comprises at least one image capturing device 536, such as a video camera or similar device. Further, the sales and delivery level 515 comprises at least one display 540, such as a television or similar device. Further still, the image capturing device 536 is electronically coupled 552 to the display 540, such that the images captured by the image capturing device 536 are shown on the display 540, thus allowing customers to view production activities. The electronic coupling 552 is accomplished either by wired or wireless connection, such as Ethernet or Wi-Fi, respectively, for example.

[0037] Referring now to FIG. 6, a similar method of increasing work flow to FIG. 3 is shown further comprising a robotic system 600 to complete at least a portion of the scheduled production. The robotic system 600 is located on the production level 608 and receives sales orders directly from the point-of-sale 634 located on the sales and delivery level 615. The robotic system 600 then performs and automated production task such as, for example, prescription filling, beverage filling, and still other examples. The product is then delivered to the delivery queue 689 via the mechanical delivery system 627. Further, the robotic system 600 can coexist with the typical production flow as illustrated by steps 642, 656, 663, and 675. Further description of the robotic system as it relates to pharmacy work flow, for example, is shown in FIG. 7.

[0038] In some embodiments, for example, the structure and method for increasing work flow is applied to the work flow of a pharmacy. Examples of the increase work flow are discussed in the following figures and descriptions.

[0039] FIG. 7 shows a method for increasing work flow in a pharmacy comprising various stations that are designated for completion of certain tasks that are essential to the proper operation of a pharmacy. Commonly, a pharmacy requires the completion of the following tasks to successfully fill a prescription prescribed to any given patient including, for example, receiving a prescription order from patient drop-off, filling said prescription order by a technician, checking said prescription order by a pharmacist, packaging said filled prescription for delivery (i.e. in-store, shipping, etc.), and patient education and counseling concerning said prescription. Further tasks within this work flow include management of drug inventory and management of in-progress prescriptions.

[0040] Still referring to FIG. 7, the patient drop-off station 703 is occupied by at least one technician that is responsible for receiving prescriptions from patients in a plurality of manners. The patient drop-off station 703 will receive prescriptions via, for example, in-person drop-off at counter, interactive voice response system, synchronization orders, e-scripts, and drop-off at drive-up window. The technician at the drop-off station 703 checks the prescription for errors and fills in the necessary prescription information including, for example, patient name, patient contact information, desired pick-up time, and others. The technician then forwards the prescription order to the pharmacist checking station for a pre-check, wherein the pharmacist checks the prescription for accuracy and performs a drug utilization review (DUR) before releasing to the next verification steps. The next verification step includes, for example, insurance verification. Further, an urgency designation is assigned to the prescription at the drop-off station 703 based on patient need, wherein urgency designations include, for example, waiters (i.e. 10 minutes to an hour), 3 to 6 hours, next day, and special cases (i.e. insurance rejects, downed IT systems, special orders, special counseling, etc.).

[0041] Again referring to FIG. 7, the prescription filling station 716 is occupied by at least one technician that is responsible for the initial filling of the prescription including, for example, retrieving the main drug inventory retaining device, measuring the prescribed dosage, packaging the prescribed dosage and prescription information for pharmacist checking, and replacing the main drug inventory retaining device. The technician at the prescription filling station 716 may also retrieve prescriptions from the robotic system 745 that will be described in later paragraphs. A technician receives a prescription order and a label is printed with the required filling and verification information including, for example, drug, dosage, patient information, patient instructions, special information, and other required information. The technician then retrieves the main drug inventory retaining device from the inventory management system (e.g. shelving, vertical carousel, robotic system, etc.). The prescriptions are then organized according to alphabetical order, arrival time, and urgency. Prescriptions of higher urgency are filled prior to prescriptions of lesser urgency. The technician then prepares the prescription for checking by the pharmacist at the pharmacist checking station 721.

[0042] In some embodiments, the prescription filling station is arranged such that each technician works at a cubicle that is isolated from other technicians by vertical structures, often walls. Each cubicle includes, for example, a hanging area for in-progress prescription retaining devices, a personal belonging storage area, at least one printer, a hands-free communication device, and an isolated large horizontal working area. The prescription filling station is optimized to promote increased productivity and to limit disruptions. The prescription filling station further provides ergonomic design including, for example, a hands-free communication device to reduce injury due to repetitive movement.

[0043] Further still, as shown in FIG. 7, the pharmacist checking station 721 is occupied by at least one pharmacist who checks prescriptions prior to packaging for delivery. The pharmacist checking station 721 is separated from the prescription filling station and the patient drop-off station to reduce distractions and disruptions, thus improving work flow and increasing volume of prescriptions checked. Further, the pharmacist checking station 721 and the prescription filling station 716 may be isolated from patient access to reduce disruptions. The pharmacist checking station 721 is similarly organized by alphabetical order, arrival time, and urgency to allow for optimized work flow and increased volume of prescription checking. Further, noise level around the pharmacist checking station 721 is reduced to allow for reduced distraction. Following verification by the pharmacist, the prescription is transferred to the filled prescription packaging station in a pharmacist bundling bag.

[0044] As FIG. 7 additionally illustrates, the filled prescription packaging station 734 is occupied by at least one technician who prepares the prescriptions of a patient for final delivery. In the case of a patient having multiple prescriptions, for example, the prescriptions are consolidated to a common retaining device for delivery and a batch label is printed that represents all of the filled prescriptions for the particular patient, thus reducing the amount of time to retrieve the filled prescription for the patient. The technician further organized filled prescriptions such that they are easily retrievable for delivery to the patient. Similarly, the filled prescription packaging station is organized alphabetically and by urgency to optimize work flow and decrease wait-time for the patient. In some embodiments, the filled prescription packaging station 734 is isolated from patient access to facilitate easier compliance with regulatory requirements including, for example, Health Insurance Portability and Accountability Act (HIPAA) requirements and theft reduction. Pharmacist bundling bags are also often utilized at this station to eliminate prescription errors and incorrect combinations following prescription verification.

[0045] Still referring to FIG. 7, the education kiosk 757 is not occupied by a technician or pharmacist. Accordingly, the education kiosk 757 comprises education materials in form of videos, audio recordings, and hand-outs. Said education materials allow the patient to be educated around medications and home medical equipment while waiting for a prescription to be filled. Additionally, the education kiosk 757 may comprise a blood pressure measuring device or other health sensors to measure various health statistics. Further, the patient may be provided educational information specific to the prescription to be filled including information related to adherence and proper dosage.

[0046] Again referring to FIG. 7, the patient counseling station 762 may be occupied by a technician or pharmacist. Optionally, the patient counseling station 762 may be configured to allow for virtual patient counseling as illustrated in FIG. 4, described below. The patient counseling station 762 may comprise two windows, wherein one can be of a larger size to accommodate larger groups. The smaller of the two windows provides a more private consultation between the pharmacist and patient. Further, the patient counseling station 762 comprises the counseling materials required by the pharmacist including, for example, props, hand-outs, and others. Optionally, the patient counseling station 762 does not comprise a seating device for the patient to encourage more expedient counseling stations, thus increasing work flow of the pharmacy.

[0047] Further shown in FIG. 7, the inventory management station 778 comprises the main drug inventory retaining devices that store the larger volumes of drugs that are counted for each prescription. In some embodiments, for example, the inventory management station 778 is at least one shelf, or, in other embodiments, the inventory management station 778 is at least one inventory carousel that provides for vertical organization, which decreases horizontal space requirements. Additionally, at least partially, the inventory management station 778 may comprise a robotic system that retrieves drug inventory and fills prescriptions for checking by the pharmacist.

[0048] Further illustrated by FIG. 7, an in-progress prescription management station 789 may be arranged within another station. The in-progress prescription management station 789 is configured to allow for the organization of in-progress prescriptions according to arrival time, urgency, and patient name. Further, the in-progress prescription management station 789 may be vertically oriented such that in-progress prescriptions are stored in a more vertical orientation to reduce required horizontal storage space. The in-progress prescription management method is further illustrated in FIG. 12, described below.

[0049] Referring now to FIG. 8, an interactive voice response (IVR) system 807 is configured to receive patient input via phone transmission 813 such that a patient calls a designated phone number and responds to prompts to accomplish desired tasks including, for example, prescription order 825, counseling appointment 831, pharmacy information 840, and others. The IVR system 807 retains patient input including prescription orders and transmits said prescription orders to the patient drop-off station such that prescriptions orders are started in the filling process. Often, the IVR system 807 receives and retains prescription orders when technicians are busy or the pharmacy is not operating. Additionally, the IVR system 807 allows for the patient to request in-person communication with a technician or pharmacist.

[0050] Again referring to FIG. 8, the IVR system 807 further comprises additional information and prompts based upon the information input by the patient. For example, the patient may input a prescription order 825 and the IVR system 807 may provide advertising or recommendations 856 that are related to the prescription order 825 or the condition meant to be treated by the prescription order. Additionally, the IVR system 807 may provide advertisements for products that are commonly used with the prescription order 825 or for the particular patient population related to the prescription order.

[0051] FIG. 9 illustrates a method for designating a measure of urgency 901 to an in-progress prescription. A prescription is received from a patient with an associated desired delivery time 919. Based upon the desired delivery time 919 and the arrival time 926, a measure of urgency 901 is assigned to the in-progress prescription. The measure of urgency 901 may include, for example, 10 to 60 minute delivery, 3 to 6 hour delivery, next day delivery, and special case delivery. Optionally, the measure of urgency 901 is comprised in the in-progress prescription retaining device. Accordingly, a designation for each measure of urgency is assigned. For example, a color may be assigned to each measure of urgency 901 including red for 10 to 60 minute delivery representing extremely urgent, yellow for 3 to 6 hour delivery representing urgent, green for next day delivery representing not urgent, and multi-colored for special case representing special exceptions with the prescriptions. In some embodiments, the designation of urgency 935 may be in the form of varying shapes such that the measure of urgency is recognized by a different shape assigned to each measure of urgency 901.

[0052] FIG. 10 shows a method of patient counseling 1005 via a virtual medium such that the pharmacist does not have to be physically present when counseling a patient, thus reducing disruptions to the pharmacist and affording convenience to the patient to receive counseling at convenient times. Methods of virtual patient counseling includes, for example, pre-recorded video related to the prescription, real-time video allowing for face-to-face interaction, phone transmission allowing for real-time communication, text messaging allowing for real-time communication, pre-recorded voice transmission related to the prescription, pre-written descriptions accessible through various mediums, and combinations of these methods. Additionally, in the case of pre-recorded and pre-written methods, the virtual counseling 1005 is accessed via codes or readable labels provided on the prescription final packaging including, for example, UPC code, QR code, reference number, picture, text, and still others. Often, pre-recorded and pre-written virtual counseling 1005 is related to common prescriptions that are regularly counseled by the pharmacist, thus reducing the amount of repetitive counseling by the pharmacist. Conversely, uncommon prescriptions present the need for real-time counseling including video, phone, and text.

[0053] As shown in FIG. 11, a robotic system 1145 is utilized to autonomously retrieve drug inventory and fill prescriptions prior to checking by a pharmacist. Optionally, the robotic system 1145 is used in parallel with filling technicians to increase the volume of prescriptions filled. The robotic system 1145 receives prescription orders following the initial verification steps and input at the patient drop-off station 1103. The robotic system 1145 then retrieves the drugs and fills the prescriptions without human interaction. The prescriptions are then organized for checking by the pharmacist 1116 prior to final packaging.

[0054] FIG. 12 illustrates a method for managing in-progress prescriptions comprising arranging at least two horizontal rows 1200 in a vertical orientation that retain in-progress prescription retaining devices 1210. Optionally, the in-progress prescription retaining devices 1210 are capable of hanging such that the retaining devices hang from a rack configuration that is capable of holding multiple retaining devices. Additionally, the in-progress prescription retaining devices 1210 may be consistent with urgency designated retaining devices described in FIG. 9. Further, the in-progress prescription retaining devices 1210 are organized according to arrival time. Further still, the in-progress prescription retaining devices 1210 may comprise an additional pouch for retaining additional items needed for filling the prescription including, for example, prescription labels, patient information, additional prescription information, special instructions, and others.

[0055] Still referring to FIG. 12, a surface may further be positioned below the hanging structure of a horizontal row 1200 such that the surface is coupled to the horizontal row 1200 and the retaining devices 1210 hang above the surface. The surface is configured to allow for the storage of larger items 1223 that are not capable of being hung and/or placed in a retaining device 1210. Optionally, the top shelf is used as a holding shelf to retain used stock bottles of non-filled inventory to return to the original storage location as technicians pick up new orders.

[0056] Again referring to FIG. 12, in some embodiments, each horizontal row 1200 comprises at least one segment 1236 that indicates the location of a desired in-progress prescription. Optionally, for example, the segments 1236 correspond to separated lights such that each light corresponds to the location of a specific in-progress prescription. Accordingly, a technician indicates that an in-progress prescription is desired and the corresponding segment 1236 lights up indicating the location of the in-progress prescription. This allows for quicker retrieval of desired in-progress prescriptions and eliminates the wasted time searching for a desired in-progress prescription. Optionally, for example, the segments 1236 may indicate location audibly such that a sound is transmitted from the segment 1236, thus providing and audible indication of the location of the in-progress prescription. Alternatively, the segment 1236 transmits both an audible and visual indication of the location of an in-progress prescription. In some embodiments, at least one of the horizontal rows rotates such that an in-progress prescription can be located without having to substantially move.

[0057] FIG. 13 shows an embodiment of an in-progress prescription retaining device that comprises two separated pouches, one designated for the prescription 1342 and one designated for accompanying information 1351 such as a prescription label. Optionally, the retaining device is transparent such that the contents of each pouch are visible from the outside of the retaining device. In some embodiments, for example, the two separated pouches are located on opposite sides of the in-progress prescription retaining device, such that one pouch is substantially located on the front and the other pouch is substantially located on the back. Optionally, for example, the two separated pouches are located on the same side of the in-progress prescription retaining device, such that one pocket is substantially smaller than the other allowing for both pouches to be viewable. Further, the retaining device comprises a designation of urgency 1360 as described in FIG. 9. Additionally, the retaining device comprises a structure extending upward from the top-end of the two pouches such that the structure allows for the hanging of the retaining device. The shape of the structure includes, for example, a C-shaped hook 1374, a triangular hook, a clip, a snap feature, and others. As shown in FIG. 13, the C-shaped hook 1374 mates with a corresponding hanging structure coupled to a horizontal row of an in-progress prescription management apparatus. The C-shaped hook 1374 allows for the easy removal and replacement of the retaining device on the in-progress prescription management apparatus. Optionally, for example, a clasping device is used to couple two or more C-shaped hooks 1374 to couple two or more in-progress prescription retaining devices, thus increasing capacity. Further, the transparency, separated pouches, and urgency designation provide for an increase in work flow and a decrease in filling and checking issues.

[0058] FIG. 14 illustrates an inventory management apparatus that comprises four horizontal rows 1408. Further, each horizontal row 1408 comprises a surface 1414 for retaining larger items and items that are not capable of being hung. Each horizontal row 1408 is oriented vertically in relation to each other horizontal row. Further, each horizontal row 1408 comprises a plurality of dividers that allow for isolating multiple prescriptions belonging to one patient or delivery destination. The divider provides further organization of the inventory, thus improving work flow and reducing errors.

[0059] In some embodiments, each horizontal row of an inventory management apparatus comprises a plurality of segments that correspond to at least one inventory item. Each segment provides either visual indication, audible indication, or both for the location of an in-progress prescription. The segments and corresponding indications reduce the amount of time a technician or pharmacist must spend searching for a desired inventory item.

[0060] Referring now to FIG. 15, the in-progress prescription management apparatus comprises at least one horizontal row 1509 that is straight and is defined by a straight-line segment. Accordingly, the vertically oriented horizontal rows 1509 of this embodiment resemble the structure of a ladder such that each horizontal row 1509 is a step in the ladder. Further, each horizontal row 1509 allows for the movement of each hanging retaining device such that each retaining device can be moved as more urgent prescriptions are filled ahead of it, thus providing further organization of work flow. This embodiment further facilitates the location of the in-progress prescription management apparatus along the walls of a room or cubicle. This configuration further reduces the amount of horizontal working space required for the management of in-progress prescriptions.

[0061] It will be understood that the embodiments described herein are not limited in their application to the details of the teachings and descriptions set forth, or as illustrated in the accompanying figures. Rather, it will be understood that the method and structure for increasing work flow, as taught and described according to multiple embodiments disclosed herein, is capable of other embodiments and of being practiced or carried out in various ways.

[0062] Also, it is to be understood that the phraseology and terminology used herein is for the purpose of description and should not be regarded as limiting. The use herein of "including," "comprising," "i.e.," "containing," or "having," and variations of those words is meant to encompass the items listed thereafter, and equivalents of those, as well as additional items.

[0063] Accordingly, the descriptions herein are not intended to be exhaustive, nor are they meant to limit the understanding of the embodiments to the precise forms disclosed. It will be understood by those having ordinary skill in the art that modifications and variations of these embodiments are reasonably possible in light of the above teachings and descriptions.

Claims

1. A structure for increasing work flow, comprising: a main level; a secondary level; and a mechanical delivery system that delivers products from said secondary level to said main level; wherein said main level is for delivery of said products to customers, said secondary level for production of said products, said main level is vertically separated from said secondary level, and said main level and said secondary level are communicably interconnected by a work flow management system.

2. The structure of claim 1, wherein said secondary level is positioned substantially above said main level in the vertical direction.

3. The structure of claim 1, wherein said secondary level is positioned substantially below said main level in the vertical direction.

4. The structure of claim 1, wherein said secondary level is physically visible to said main level.

5. The structure of claim 4, wherein said customers observe production of said products.

6. The structure of claim 1, wherein said secondary level further comprises at least one image capturing device, said main level further comprises at least one display, and said at least one image capturing device and said at least one display are electronically coupled.

7. The structure of claim 6, wherein said customers observe production of said products via said at least one display.

8. The structure of claim 1, wherein said mechanical delivery system comprises at least one horizontal row that moves about at least one axis such that said at least one horizontal row rotates.

9. The structure of claim 8, wherein said at least one horizontal row contains said products that are organized according to urgency.

10. The structure of claim 1, wherein said mechanical delivery system is an elevator system.

11. The structure of claim 1, wherein production of said products is at least partially accomplished by use of a robotic system.

12. The structure of claim 1, wherein said robotic system is at least partially controlled from said main level.

13. The structure of claim 1, wherein said main level and said secondary level collectively comprise a pharmacy.

14. The structure of claim 1, wherein said main level and said secondary level collectively comprise a food production and delivery facility.

15. A method for increasing work flow, comprising: arranging a main level for the delivery of said products to the consumer; arranging a secondary level for the production of products; and arranging a physical connection that delivers said products from said secondary level to said main level; wherein said main level is vertically separated from said secondary level and said main level and said secondary level are communicably interconnected by a work flow management system.

16. The method of claim 15, wherein said secondary level further comprises production staff that is isolated from said main level.

17. The method of claim 15, wherein said secondary level is physically visible from said main level.

18. The method of claim 15, wherein said secondary level further comprises at least one image capturing device, said main level further comprises at least one display, and said at least one image capturing device and said at least one display are electronically coupled.

19. The method of claim 15, wherein said products are sorted by urgency.

20. The method of claim 15, wherein said main level and said secondary level collectively comprise a pharmacy.

21. The method of claim 15, wherein said main level and said secondary level collectively comprise a food production and delivery facility.

Images