Investigation On The Application Of PDCA Cycle In The Process Reengineering Of A Military Hospital’outpatient

Background In recent years, the policy of medical reform have higher request about the medical service in our country, and with the progress of economic and social development, people pay more attention to the health. traditional outpatient medical service process can not meet the needs of hospital development and the common people’ medical treatment.the reengineering of outpatient service process becomes one of the methods to solve the problem.Objective This study takes a military hospital outpatient process as the research object, through the way of process reengineering, the traditional outpatient service was changed.with shorten the queeing time of patients in the outpatient service and shorten the queuing times in the outpatient department, so as to improve the value of the whole process of outpatient service and the patient’s satisfaction.at the same time, the process is more smooth and the satisfaction rate of the outpatient service workers has also been improved. Through this study, we can provide empirical evidence for the relevant unit managers to improve the outpatient process service.Methods Through the questionnaire survey method before and after the process reengineering, we can obtain outpatient service process reengineering patient and staff’ satisfaction rate changes; using the method of interview to understand the clinic staff for the view of out-patient service process reengineering; using the expert consultation method to demonstrate the process of outpatient process reengineering. during the process of outpatient process reengineering, the main tasks of the PDCA cycle method in all phases of the process are carried out.during the same month in different years, the questionnaire was used to collect the satisfaction rate of the patients and the clinic staff about the outpatient service before and after the reengineering. The 300 questionnaires were distributed among the patients before and after the questionnaire, and 50 questionnaires were issued to the employees. After the questionnaires were collected,, we eliminated non conformity. the patients questionnaire were 287 and 292, respectively, and the clinic staff questionnaire were 49, 50, respectively. then Taking Excel2007 to arrange the data and statistics and take SPSS16.0 to analyze the data.Results 1. Through outpatient process reengineering, patients’ satisfaction rate from 81.3 % up to 91.5 % for the whole outpatient service process.(chi square value for 23.089, P < 0.05). In other key links, such as registration waiting time satisfaction rate from 42% up to 82%(chi square value for 1.02, P < 0.05); payment queue waiting time satisfaction rate from 51.6% up to 88.4%(chi square value for 93.76, P < 0.05); waiting time to get the medicine satisfaction rate from 46% rise to 89.1%(chi square value for 1.381, P < 0.05); the queue times of satisfaction rate from 32% rise to 82.6%(chi square value of 1.731, P < 0.05). 2. Through outpatient process reengineering, clinic staff’ satisfaction rate from 76.5% up to 92 % for the whole outpatient service process(chi square value for 8.577, P < 0.05). In other key links, such as outpatient information satisfaction rate from 38.8% up to 90%(chi square value for 34.164, P < 0.05); satisfaction of convergence between the various aspects of outpatient rate from 42.9% up to 82%(chi square value for 16.771, P < 0.05); the outpatient volunteers service satisfaction rate from 55.2% up to 94%.(chi square value for 28.236, P < 0.05). 3 Through outpatient process reengineering, outpatient clinic patients’ register average queue time from 13.64 min reduce to 4.42min(t=19.11, P < 0.05); payment average queue waiting time from 20.05 min reduced to 4.94min(t=34.97, P < 0.05); taking medicine average waiting time from 11.24 min reduced to 4.39min(t=28.03, P < 0.05); taking the examination results average queue waiting time from 16.36 min reduced to 2.42min(t=38.06, P < 0.05); number of patients queuing times is from about seven times before reengineering to reconstruction after 3 times, some patients even realize "zero line". Conclusion 1 Outpatient process reengineering, which can improve the level of outpatient medical service, improve the satisfaction of patients and medical staff on the outpatient service. 2 The comprehensive utilization of PDCA cycle is an effective way of outpatient management in the outpatient process reengineering This study reveals that the use of PDCA cycle in outpatient process reengineering is consistent with the logical order of reengineering. The content of the three stages for the process reengineering is similar with the four phase of the PDCA cycle. 3 It is more effective to pay attention to the following four aspects in the process of outpatient process reengineering,which are outpatient organization structure reengineering /process reengineering based on Information Technology/ process reengineering with people oriented/ hardware facility reengineering.