Disclaimer In an effort to expedite the publication of articles related to the COVID-19 pandemic, AJHP is posting these manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time. Purpose The objective of this study was to implement a standardized process across health systems to determine the prevalence and clinical relevance of prescribing errors intercepted by pharmacists. Methods This prospective, multicenter, observational study was conducted across 11 hospitals. Pharmacist-intercepted prescribing errors were collected during inpatient order verification over 6 consecutive weeks utilizing a standardized documentation process. The potential harm of each error was evaluated using a modified National Coordinating Council for Medication Error Reporting and Prevention (NCC-MERP) index with physician validation, and errors were stratified into those with potentially low, serious, or life-threatening harm. Endpoints included the median error rate per 1,000 patient days, error type, and potential harm with correlating cost avoidance. Results Pharmacists intervened on 7,187 errors, resulting in a mean error rate of 39 errors per 1,000 patient days. Among the errors, 46.6% (n = 3,349) were determined to have potentially serious consequences and 2.4% (n = 175) could have been life-threatening if not intercepted. This equates to $874,000 in avoided cost. The top 3 error types occurring with the highest frequency were "wrong dose/rate/frequency” (n = 2,298, 32.0%), “duplicate therapy” (n = 1,431, 19.9%), and "wrong timing” (n = 960, 13.4%). “Wrong dose/rate/frequency” (n = 49, 28%), “duplicate therapy” (n = 26, 14.9%), and “drug-disease interaction” (n = 24, 13.7%) errors occurred with the highest frequency among errors with potential for life-threatening harm. “Wrong dose/rate/frequency” (n = 1,028, 30.7%), “wrong timing” (n = 573, 17.1%), and “duplicate therapy” (n = 482, 14.4%) errors occurred with the highest frequency among errors with potentially serious harm. Conclusion Documentation of pharmacist intervention on prescribing errors via a standardized process creates a platform for multicenter analysis of prescribing error trends and an opportunity for development of system-wide solutions to reduce potential harm from prescribing errors.

One of the current problems in the industrial complex is the issue of resource saving and energy efficiency, which is confirmed by the relevant government programs, strategies, regulatory documents. The solution of the problem of increasing the efficiency of the organization of production systems requires the definition and development of the necessary mechanisms, in particular, by automating production processes. The article analyses the key trends in the development of the concept of “industry 4.0” in the petrochemical industry. The factors influencing efficiency of the organization of production systems are revealed. The main directions promoting development and improvement of the organization of production are defined. It considers the basic tools of process improvements, process automation, petrochemical plants: work on the system of just-in-time, 5S system of rationalization of the workplace, different information systems, particularly ERP systems, CALS-technologies. Advantages of automation of production processes at the enterprises of petrochemical complex are defined.

The article defines the role of the petrochemical industry in the development of the economy as a whole. The key problems of innovative development of the Russian petrochemical complex that are typical for the current stage are identified. The purpose of the study is to analyze the organizational and economic processes of formation and implementation of innovative strategies for the development of petrochemical enterprises and practical recommendations for improving their performance. To achieve this goal, the role of the components of the innovative potential of enterprises in the development of the economy is determined; the analysis of directions of development of innovative activity of the main foreign players in the market of petrochemical is carried out; strategies of innovative development of petrochemical enterprises are formed. It is concluded that in the era of digitalization of industry, the priority strategy for the development of the petrochemical complex is resource conservation.

In the conditions of constantly growing technological and digital efficiency gap between domestic and foreign manufacturers, the problem of stimulating the sustainable development of the domestic industrial industry is becoming more and more urgent. A well-structured management structure based on a lean development strategy has a significant impact on improving the innovation level of industrial enterprises, since this process provides incentives for continuous improvement of enterprises’ activities and increasing their efficiency, which can be implemented through the introduction of lean production systems. The main factors influencing the efficiency of production processes and development when developing a strategy for implementing a lean management structure for a petrochemical enterprise are identified. When designing a lean governance structures in petrochemical plants, the factor “personnel innovative potential” is of paramount importance, because it takes into account the efficiency of the human component as the main control object and the source of modernizing the industry and, in addition, includes an innovative aspect that also requires consideration in the development of lean organizational structures, such as departments and divisions on innovation departments R & d departments, technological development, etc. within the enterprise or supply chain of petrochemical products, their competence and authority.

The article reveals the role of automation of the main systems of petrochemical production: technological processes, security systems, information management, and electrical equipment. The purpose of the article is to determine the main directions of automation in the petrochemical complex. Based on the study, it is shown how industrial automation affects gross national product growth by optimizing production and logistics operations, labor efficiency, increasing equipment productivity, improving research and development and product development. For example, if the cost of reconstruction is 2-6% of the total cost of a petrochemical enterprise, the resulting effect of automation is estimated at 15-30% of the increase in operational efficiency. It is concluded that integrated control automation systems regularly design, upgrade, and provide comprehensive support for the availability of complex technical systems throughout its life cycle.