The Study Of Outpatient Process Management Based On Bussiness Process Reengineering Theory

China’s new medical reform policy requires public hospitals to optimize service processes, improve quality and efficiency of the medical service, cut down the patients’waiting time, and then try to make people optimistic about the disease. The rapid advancement of the biotechnology, medical technology and information technology and the changing internal and external environment of the hospital competition, make the constant innovation of the management shorten the life cycle of the medical services products, and make it more difficult to forecast the changes in the future. Therefore, hospitals must up-to-date accelerate knowledge and technology to improve their competitiveness.This research apply the theory of bussiness process reengineering to hospital management practices, to reduce the invalid waiting time of patients, liberate medical personnel from manual labor, provide patients with more quality and efficient health services, bring about new changes of hospital management, and to provide reference for other hospital outpatient process reengineering.Through questionnaires and expert advice forms, this paper analyses the problems of WZ hospital outpatient process. According to major problems, outpatient process will be reengineered by the methods of BPR, including outpatient appointment process, self-service processes, doctors station stop service processes and auxiliary examination process. Through the implementation of BPR, the patients’ waiting time for treatment is shortened, and meanwhile, registration, payment and other queuing times, are reduced. Then service quality, efficiency, patient satisfaction are improved. After BPR, the growth rate of outpatient visits significantly increases, the efficiency of seeing a doctor is greatly improved. Compare the waiting time of pre-and post-process reengineering, there were statistically significant differences, and the satisfaction rose to96.58%from the80.98%.Material consumption cost was saved for hundreds of million for the hospital, the hardware investment over twenty million, and the labor cost over ten million, while the complaints of the service quality dropped from24cases to11cases per month.By the hospital process reengineering, hospital working efficiency is greatly accelerated, the service level for patients and the hospital’s economic and social benefits are improved. Moreover, the waiting time for patient visits is saved, the queuing is reduced and the cost is saved. Therefore, a "patient-centered" idea can be achieved, which shows that this is really a new way worthwhile to explore for a modern hospital management...