Empirical Study Of Hospital Process Reengineering

Background In recent years, with the continuous improvement of the hospital hardware and environmental conditions, the most important factor is the less satisfaction of sees a doctor difficultly in the medical service process, other than the medical environment. The continuous improvement of reform policy on hospital will have a significant impact on the development of the hospital. Public hospital reform will not only let people enjoy the benefits, but also activate the medical staff interesting, and reflect the public welfare. Our current problem is how to ensure good performance under the premise of public good management. The complex process of the hospital, the waiting time longer than the time required to see a doctor, medical personnel spending a lot of time on the medical instruments, the complex organizational structure, low office efficiency, which severely restricts the development of the hospital, all of the reasons are because of the poor flow. Hospital reengineering is a way to change it, it derives from a business model innovation and change of the United States-reengineering in the 20th century. Hospital reengineering is the process for hospitals to reflect the problems, and it is a thorough re-design, in accordance with the needs of patients with high quality, convenient medical services to ensure safe and effective medical services, and brought good economic and social benefits to the hospital. The application of reengineering through the hospital, you can radically improve hospital services, build brand, image. Objective Discuss how to combine the modern hospital management and the hospital reengineering perfectly, reduces patient invalid waiting time, and how to free that medical personnel from manual labor. How to provide patients the better and efficient medical services. How to achieve the new changes in hospital management.Methods Through questionnaires, seminars and other forms of secondary hospitals, we analysis the major problem in the management. According to the questions on the methods and procedures of hospital reengineering, we will reengineer outpatient procedures, emergency surgery founding process, ward dispensing procedures, patient flow and administrative logistics for reengineering. Through the addition of an appointment, arrange the order of the computer, first settled after treatment, preparation of drugs back-end and dispensing front-end reconstruction process of outpatient, we establish the emergency surgery and emergency surgery grading scales and other conventional packages emergency surgery reconstruction process, and classify the extent of re-ward medication drug delivery process. Through the sharing of re-ward doctor's advice, we can let medical staff free from manual labor to create a flat hospital management level and use the "patient-centered" to shape hospital services brand.Results Through the implementation of reengineering, creation of "patient-centered" health care business processes and "employee-centric" management culture of hospital characteristics, we get the waiting time shorten and ensure the medical safety, improve the level of hospital services, attentive service. We have established a flat organization, management more efficient and faster, improve efficiency and norms. Comparison of reconstructed out-patient waiting time for patients before and after, P<0.05, significant difference. After wards dispensing reengineering, reducing the workload of nurses and pharmacists to ensure the rapid delivery of drugs, drug delivery by reducing the work of each drug was responsible for sending each ward, which can increase the number of drug delivery, we can save 50-65 minutes. After emergency surgery process reengineering, we reduce the total time from 200 minutes to 95 minutes, which reduced operating time from 98 minutes to 73 minutes, reduce the waiting time from 102 minutes to 22 minutes; reduced the total time of emergency surgery from 200 minutes to 140 minutes, reduce waiting time from 102 minutes to 42 minutes. The satisfaction of convenient reengineering rate is 74.73 percent before and 86.75% after, increased 12.02 percent.Conclusion Reduce the information asymmetry between doctors and patients, improve physician-patient relationship and improve the level of hospital services for patients, save the patient waiting time for treatment to improve the efficiency of the medical staff, cost savings, increase employee cohesion, reduce the level of hospital management increased management efficiency, improve economic and social benefits of the hospital to achieve a "patient-centered" is a modern hospital management should explore a new way.