护理管理中的流程再造管理分析

为了提高我国医疗卫生事业的健康发展,必须要通过加强医院的建设及提高护理管理质量来规范医院的护理行为,因此,护理管理中的流程再造方法在我国各医院的护理质量管理工作中起到了举足轻重的作用。本文分析了流程再造方法的背景以及该方法在医院护理领域的运用现状,并给出了护理管理中合理运用流程再造方法的建议和对策。     

门诊流程再造管理探讨

本文分析了医院门诊流程的现状和问题,探讨了流程再造和优化的措施,并阐述了门诊流程优化对提高医院核心竞争力的重要性。     

基于精细化管理的ICU流程再造与质量提升实践

以徐州市中心医院为例,运用问卷调查、对照分析等方法,对实施精细化管理带来ICU抢救效率的提高,服务质量和病人满意度明显改善进行了分析,从而为医院引进精细化管理理念,实施品牌建设提供借鉴。     

社区卫生服务中心流程再造的探索

企业流程再造(business process reengineering,BPR)是继全面质量管理运动之后为适应新环境而发起的又一次重大的企业革新运动。如果说全面质量管理的着重点在质量，流程再造的重点则在效率。当今，流程再造不仅被企业和服务业广泛应用，而且进一步被应用于公共管理。以美国为代表的西方国家纷纷将流程再造理论引入政府管理，实施“政府再造”，引发公共管理革命浪潮。     

运用ISO 9000族标准进行护理流程再造

1护理流程编写所存在的问题 我院关于全面实施ISO国际质量管理体系分4个阶段运行,即准备和培训阶段、质量管理体系文件编写阶段、质量体系运行阶段、检查评定和认证审报阶段.其中质量管理体系文件编写阶段自2003年12月开始,共编写护理程序文件30余个,护理操作流程160余个,对初稿进行分析,发现存在以下问题.     

某专科医院体外诊断试剂管理流程再造与评价

目的:探究体外诊断试剂管理流程再造在临床检验部门中的应用效果。方法:从职能管理角度,依托信息化技术对体外诊断试剂管理流程进行再造,监测分析再造后工作流程环节耗时、试剂盘点账物相符率,调查相关人员对再造后流程的满意度。结果:再造后流程整体耗时显著减少,试剂盘点账物符合率从75%提升至98%,工作人员总体满意度>97%。结论:体外诊断试剂管理流程再造提高了检验部门的工作效率与试剂管理规范程度,有效地提升了医院整体管理效能。     

选取关键流程再造实施流程化管理

为了全面提高医院在市场中的竞争力,我们借鉴工业界业务流程管理(Business Proceed Management,BPM)模式,提出了医院流程化进阶管理(Hospital's Business Proceed Management,HBPM)的新模式.经过1年多的实践,医院的工作效率和质量有较大幅度的提升.但我们感到医院在刚开始流程化管理和再造时,遇到了许多操作上的困难,最典型的就是感到规划太大,无从下手,不知从何做起.在这里我们把经验介绍给有志于流程化管理的同仁.     

基于数字化的试剂管理流程再造

对于医院而言,试剂是继药品和耗材之后又一主要的消耗流。依靠数字化技术,在目前试剂管理流程基础上,依据检验标本量对试剂的实际消耗进行定量管理,再造试剂管理流程,初步达到试剂管理数字化、规范化、统计查询自动化、考核管理客观化的目的。     

门诊流程再造效果评价

2004年3月，北京同仁医院东区正式营业。利用这个机会，北京同仁医院对传统的门诊流程进行了再造。门诊流程再造的原则是：以患者为中心，从患者的角度出发设计流程，尽量减少患者就诊的环节。按照新的门诊就诊流程，患者在开始就诊的时候，需要办理1张就诊卡，并且在卡里面存入一定数量的现金。在患者办卡的同时，完成挂号业务。     

医疗服务流程再造在医院管理中的应用

1990年,英国迈克尔·哈默博士首次提出“业务流程再造”(Business Process Reengineering,BPR),其主要目的是提高企业经营效率和响应市场速度使企业倍速发展。核心概念是面向“顾客满意”的业务流程。从90年代末开始,我国学者也开始注重对医院管理流程的研究和尝试。1医院BPR的内涵与实施步骤业务流程再造对医院而言就是要进行医疗服务流程再造。医疗服务流程再造是以业务流程理论为指导,以“流程导向”为目标,以“顾客满意”为标准,运用现代人文手段,通过建立流畅的服务链,对院内所有工作流程和与院外沟通的工作流程加以改造。医院流程…     

医院物价管理工作流程再造

<正>随着医疗保障体制改革的不断深入,医疗机构规范医疗收费行为的工作越来越重要。作为医疗机构内部的物价管理部门责任重大,既要依法监督管理医疗机构的医疗收费行为,     

Improving quality at the hospital psychiatric ward level through the use of the EFQM model.

OBJECTIVE: To describe the implementation of the European Foundation for Quality Management (EFQM) model as a quality framework for improving a psychiatric hospital ward. METHODOGY: Two self-assessments were conducted using the EFQM model. The self-assessment methods combined two approaches proposed by the EFQM: the award simulation approach and the questionnaire approach. Work groups were set up to improve the areas for improvement identified on the self-assessment. RESULTS: The EFQM was a useful framework for self-assessment at the ward level and a good system for identifying areas for improvement. Only one of the 32 sub-criteria did not apply at the ward level. The self-assessment score was 209 points in 2003 and 311 points 2 years later (an increase of 48.8% from the initial score). DISCUSSION: The main difficulties were ensuring that clinical personnel understood the EFQM model, the extra effort demanded by the initial phase and the lack of decision-making capacity in certain relevant areas. Adapting the self-assessment methodology to the specific context facilitated the process, as did a high level of involvement of the part of manager and staff. CONCLUSIONS: It is possible to implement the EFQM model at the hospital was level and it has a positive influence on staff communication and involvement. It is important, when working at this level, to adequately focus the scope of the project on improving quality in those areas where there is decision-making capacity.     

Application of a theoretical model to evaluate COPD disease management

Background  

Disease management programmes are heterogeneous in nature and often lack a theoretical basis. An evaluation model has been developed in which theoretically driven inquiries link disease management interventions to outcomes. The aim of this study is to methodically evaluate the impact of a disease management programme for patients with chronic obstructive pulmonary disease (COPD) on process, intermediate and final outcomes of care in a general practice setting.     

冠状动脉搭桥术后患者随诊管理流程再造

目的总结冠状动脉搭桥术后患者随诊流程再造的运用与效果。方法对入院的单纯行冠状动脉旁路移植术的368例患者，随机分为对照组和随诊流程再造组进行随访研究。对照组按照传统方式随诊，患者依出院医嘱根据自己的实际情况选择复查时间和医院。随诊流程再造组，医生为出院的患者安排康复计划和内容，有指定的社区医疗单位和医生。结果两组患者入院时生活质量及异常血压、血糖、血脂的发生率无差异（P〉0．05）。术后1年，随诊流程再造组和对照组比较，异常血压、血糖、血脂的发生率分别为9．29％、27．04％；6．01％、16．98％；8．74％、22．64％。生活质量评分，随诊流程再造组明显高于对照组（t=2．2439-6．3363，P〈0．05～0．01）。结论随诊流程再造能明显提高冠状动脉搭桥术后患者的生活质量，降低异常血压、血糖、血脂的发生率；社区医疗机构在流程再造中起到了重要作用。     

业务流程重组理论在门诊信息化建设中的应用

文章阐述了业务流程重组和信息技术的关系，并联系实际讨论了如何应用业务流程重组理论进行门诊信息化建设，以及业务流程重组理论在门诊信息化建设中的应用体会。     

规范采购流程提高管理质量

本文阐述了我院自2001年以来，在医疗设备、卫生消耗材料的采购、供应和管理方面，规范各种工作程序和流程，建立健全了一整套的供货商信息、科室申报、招标、商务谈判和签订协议、到货安装和验收及付款等流程，增加了采购过程的透明度，提高设备运行管理水平，做到医疗物资和设备的动态管理，提高了管理效率。     

Evaluating treatment process redesign by applying the EFQM Excellence Model.

OBJECTIVE: To evaluate a treatment process redesign programme implementing evidence-based treatment as part of a total quality management in a Dutch addiction treatment centre. METHOD: Quality management was monitored over a period of more than 10 years in an addiction treatment centre with 550 professionals. Changes are evaluated, comparing the scores on the nine criteria of the European Foundation for Quality Management (EFQM) Excellence Model before and after a major redesign of treatment processes and ISO certification. RESULTS: In the course of 10 years, most intake, care, and cure processes were reorganized, the support processes were restructured and ISO certified, 29 evidence-based treatment protocols were developed and implemented, and patient follow-up measuring was established to make clinical outcomes transparent. Comparing the situation before and after the changes shows that the client satisfaction scores are stable, that the evaluation by personnel and society is inconsistent, and that clinical, production, and financial outcomes are positive. The overall EFQM assessment by external assessors in 2004 shows much higher scores on the nine criteria than the assessment in 1994. CONCLUSION: Evidence-based treatment can successfully be implemented in addiction treatment centres through treatment process redesign as part of a total quality management strategy, but not all results are positive.