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Objective:In order to reduce the transactional burden of scientific researchers and ensure the researchers concentrate on their scientific research, the hospital implemented the whole-process management and optimization of the scientific research approval process based on the DingTalk platform to improve the efficiency of scientific research.Methods:We sorted out the list of routine work in the implementation of scientific research projects and analyzed the key points affecting the efficiency of scientific research management, specifically the processes of reimbursement of scientific research funds, budget adjustment, paper submission approval, and research drug application, then we developed corresponding modules on the DingTalk platform.Results:In 2021, the hospital approved 3 214 scientific research funding reimbursements, including 1 917 approvals below 5 000 yuan, with a median approval time of 19 (5~28) hours, 1 297 approvals above 5 000 yuan, with a median approval time of 26 (10~50) hours. In addition, 17 budget adjustments, 456 paper submissions, and 31 research drug applications were approved on the DingTalk platform, resulting in a smooth overall approval process, saving the time costs of medical staff and improving work efficiency.Conclusions:The scientific research approval management based on this platform realizes the concept of refined management, which can meet the needs of the normalization of epidemic prevention and control and effectively promote the high-quality development of hospital scientific research management.
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Objective:To explore the effect of the optimized nursing procedure in the conduit room based on Hammer′s theory of process reengineering on the treatment time, anxiety and depression, clinical outcomes of patients undergoing percutaneous coronary intervention (PCI).Methods:A total of 125 PCI patients were received and treated in the conduit room of the Sixth Hospital of Wuhan, Affiliated Hospital of Jianghan University. Among them, 63 patients who underwent PCI from April to October 2019 were taken as the control group, and 62 patients who underwent PCI from November 2019 to May 2020 were taken as the observation group. The patients in the control group were treated with the conventional nursing procedure in the conduit room, while those in the observation group were treated with the nursing procedure in the conduit room optimized based on Hammer′s theory of process reengineering. The anticoagulant administration time, transit time, catheterization activation time, door to balloon dilatation time (D to B) and D to B compliance rate of patients were compared between the two groups. Self-rating Anxiety Scale (SAS) and Self-rating Depression Scale (SDS) were used to compare the differences of anxiety and depression between the two groups on the first day after PCI and 1 day before discharge. The incidence of adverse cardiac events during hospitalization, mortality, left ventricular ejection fraction on the 7th day after operation and hospitalization days were recorded.Results:The anticoagulant administration time, transit time, catheterization activation time, D to B time in the observation group were (10.41±1.86), (5.21±0.82), (48.26±6.42), (69.63±11.42) min, respectively, lower than the corresponding data of the control group, which were (17.65±2.94), (7.36±1.32), (57.26±7.61), (82.23±13.58) min. The D to B time compliance rate of patients in the observation group was 87.10% (54/62), which was higher than 69.84% (44/63) in the control group with statistical difference ( χ2 value was 5.49, P<0.05). The SAS and SDS scores of the patients in the observation group within 1 day after PCI were 38.89±5.94, 39.17±5.81, higher than 31.73±5.22, 33.77±5.32 in the control group with statistical difference ( t value was -7.16, -5.42, P<0.05). The incidence of adverse cardiac events during hospitalization, average hospitalization days and left ventricular ejection fraction on the 7th day after operation in the observation group were 8.06%(5/62), (11.26±2.14) d, (55.61±4.31)%, lower than 22.22%(14/63), (13.47±2.76) d, (52.21±3.22)% in the control group with statistical difference ( χ2 value was 4.86, t values were 4.99, 5.00, P<0.05). Conclusions:The nursing procedure in the conduit room optimized based on Hammer′s theory of process reengineering can effectively reduce the PCI patients′ treatment time, alleviate the anxiety and depression, improve the clinical outcome.
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ABSTRACT Companies have needs and experience new opportunities to build their structure and align organizational process to achieve energy management with higher priority facing economic and environmental issues. The objective of this paper is to present the design and modeling of the Energy Management System (EnMS) in energy-intensive industries in an enterprise engineering approach, according to the management discipline called Business Process Management (BPM). The design of the process is based on the ISO 50001 standard and in good practices cited in the scientific literature. The methodology is characterized as basic, experimental, qualitative, and oriented according to the BPM development cycle. The process design created in the "should be" format presents a framework based on the Plan, Do, Check and Act (PDCA) cycle. The process is described in a necessary and sufficient way, arranging activities, actors and roles to establish an energy management process. The key process model of the energy review was developed in the Business Process Model and Notation (BPMN). The design and modeling allows to: analyze the EnMS as a process for understanding the activities; assist decision making; automate processes; enable collaboration; allow alignment of the process with the strategy; support the change and assisting with the evaluation of the organizational potential to implement the EnMS.
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Electricity , Energy Supply/methods , Industry , Commerce/organization & administrationABSTRACT
Objective To investigate the effect of business process reengineering(BPR)on improving multisectors'participation in management of multidrug-resistant organism(MDRO)infection, and provide methodological guidance for hospital multisectors'collaborative management.Methods Related data about management and disposal of 672 cases of MDRO infection occurred from July 2015 to June 2017 were selected, 370 patients before BPR (from July2015to June 2016)were as control group, 302 patients after BPR(from July2016to June 2017)were as a trial group, BPR was used to improve the process of detection, report, cooperation, and disposal of MDROs in hospital, various quality evaluation indexes of healthcare-associated infection before and after BPR were compared. Results After the BPR was implemented, time of MDRO information transmitted from laboratory to clinical departments shortened from(240±30)minutes to(8±2)minutes;incidence of MDRO HAI decreased from2.39‰to 1.56‰, isolation rate of MDROs decreased from13.42％ to 11.09％, differences were all significant(all P＜ 0.05).Compliance rates and awareness rates of various MDRO prevention and control measures increased from 58.11％-71.89％to 84.11％-92.05％, usage rate of antimicrobial agents decreased from53.18％to 48.45％, defined daily doses(DDDs)of antimicrobial use density decreased from44.76 to 38.26, specimen submission rate before antimicrobial use increased from46.68％to 53.62％.Conclusion BPR can enhance the cooperation between different departments, give full play to the complementary advantages of interdisciplinary, and improve the efficiency of HAI management.
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Background: Premarital sex is often associated with high risk sexual behavior such as early age of initiation, multiple partners and inconsistent condom use. Evidence shows that such sexual behavior pre-disposes to sexually transmitted diseases including HIV. Objectives: This paper tried to investigate the correlates of premarital sexual behavior among male and female business process outsourcing (BPO) employees to highlight the gender differences that exist in relation to it. Materials and Methods: Data were collected from 526 unmarried BPO employees during behavioral surveillance survey in Chennai, in the year 2009. Results: The results showed that about one-third of respondents (males - 39.6%, females - 26.1%) had experienced premarital sex. Men reported having had their first sexual intercourse at 12 years and women at 16 years of age. While the prevalence of premarital sex was found to be high, the percentage using a condom during last sex was also high, especially, among the female employees (82.4%). Logistic regression showed that monthly individual income, work in shifts, migration, peer influence and friends with previous sexual experience were significant predictors of premarital sex among the male BPO employees. Visit to night clubs was significantly associated with a higher prevalence of premarital sex among the female employees. Conclusions: The study concludes that there is a significant gender dimension in the premarital sexual behavior among the BPO employees and that even as the sexual behavior of the young people is transitioning; their ability to negotiate safe sex behavior is also increasing. It is recommended to enhance efforts to advocate safe sex behavior among young adults employed in the BPO industry.
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The hospital designed a new business process according to the business process reengineering theory and requirement of Diagnosis Related Groups-prospective payment.This new process has scored good outcomes following adjustment of department functions,staffing and equipment installation,as well as process optimization,and policy explanations.
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The business process reengineering is accomplished by setting up at the operation room a pre-op ready room,an anesthesia induction room,and an anesthetic recovery room.With the aid of the computerized management system,a system platform is built to connect anesthetists,blood bank and pathology lab.This can optimize operation room management,shorten turn-over time before operations,improve efficiency,and cut back hospital costs for an all-win outcome.
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Se da a conocer una propuesta de modelamiento de un Centro de Informática en Salud de una Institución de Educación Superior privada en Chile. Se discuten las características de un centro de excelencia y se expone el modelo de procesos integrado para la empresa con que se diseña la propuesta de este Centro de Informática en Salud (CIS).
This paper reports the modeling of a Health Informatics Center of Private Higher Educational Institution in Chile. We discuss the characteristics of an excellence center and are disclosed integrated process model for the business that designed the proposal of the Health Informatics Centre (CIS).
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Humans , Medical Informatics , Chile , Information Management/educationABSTRACT
Business process cost management is key to hospital business process management It mostly consists of process cost accumulation and cost analysis. The paper probed into theories of Activity Based Costing (ABC), and built a model for hospital process costing based on the hospital organizational structure Discussed herein include the items of hospital medical services and their activity costs, followed by a case study to prove ABC as practical in the analysis and calculation of hospital business process costs.
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Objective To explore the clinical value of application research in business process reengineering in transferring of inpatients for check-up. Methods We reorganized transferring of inpatients for check-up and service tache by introducing the Systematic Redesign method from the therory of Business Process Reengineering. The reengineered process was adopted and applied in the transferring processes. We randomly selected patients for check-up(126 cases for electrocardiogram,130 cases for Xrayand 128 cases for CT examination)and investigated the time cost for check-up and patients satisfaction rate. The above results were compared with those patients(112 cases for electrocardiogram,112 cases for Xrayand 120 cases for CT examination)before use of reengineered process. Results The time cost for the above mentioned check-up was shorter and patients satisfaction rate were alleviated compared with those before use of reengineered process(U=14.55,12.26,13.57;x2=17.37,14.65,10.75,P＜0.01).Conclusion Application of business process reengineering in the transferring process of inpatients for check-up proved pivotal important in that it could shorten time cost for transferring process and improve patients satisfaction rate.It possessed realistic significance for increasing benefit and competitions for hospitals.
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After serious-minded analyzing on the former service process,the manager of our hospital found the problems in the old construction and considered more reasonable design in the new service building.The patient-centered new outpatient building was aimed to meet patient's needs,improve service quality,allocate medical resource,innovate new pattern and optimize the work process.It will provide a bright future for the development of hospital.
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It is prevalent that patients waiting too long but receiving little service in the out-patient department in general hospital nowadays.To solve this problem,we had analyzed its current service process according to BPR(business process reengineering) theory in enterprise,and reengineered the service process in specialized clinic by means of cutting waste,simplifying steps,merging works and using modern information.We established the renal disease specialized clinic,which had practiced for three years and "one station service" has been achieved.The specialized clinic provides much convenience to patients.
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Business process reengineering(BPR) is one of the most popular concepts in management field.Because lack of methods and tools to direct and support the redesign of process,the article puts forward a method of BPR in the hospital.Based on the information technology,BPR plays some creative role in the fundamental rethinking and radical redesign of service flow to achieve dramatic improvements in hospital management.
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Hospital business process optimization and reengineering is an effective method and channel for hospitals to enhance medical and management quality, realize cost minimization, improve efficiency, and increase benefits. The paper gives an account of the theories, methods, steps, relevant techniques, and tools of hospital business process optimization and reengineering, discusses the systematic framework for hospital business process improvement and key success factors and obstacles for hospital business process reengineering, analyzes the relationship of business process reengineering with hospital organizational structures and hospital information systems, and puts forward assessment criteria for hospital business process optimization and reengineering.
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Objective To shorten the time of drug reception for ward areas and improve the overall satisfaction level towards the hospital. Methods The process of drug reception for ward areas was optimized by means of information technology and through business process reengineering. Results The time of drug reception for ward areas was effectively shortened and work efficiency and the overall satisfaction level were improved. Conclusion Using information technology and implementing business process reengineering are effective measures that can be taken by hospitals to improve efficiency and satisfaction level.