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題名 | 門診病歷管理作業改善實例--以行政院衛生署胸腔病院為例=A Practical Example of an Improvement in Out-patient Medical Record Management at a Chest Hospital in Taiwan |
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作者 | 程春美; 范碧玉; 賴明材; Cheng, Chun-mei; Fan, Bih-yuh; Lai, Ming-tsai; |
期刊 | 病歷管理期刊 |
出版日期 | 20080400 |
卷期 | 7:2 2008.04[民97.04] |
頁次 | 頁30-64 |
分類號 | 419.26 |
語文 | chi |
關鍵詞 | 病歷管理; 作業品質; 服務滿意度; 服務品質; Medical record management; Operation quality; Service satisfaction; Service quality; |
中文摘要 | 行政院衛生署胸腔病院,門診區設立於民國41年,當初診區空間之規劃、設計及作業流程已難滿足現今門診之業務需求。經相關人員討論後決定成立改造小組,對需改善問題予以分析並以評價計分,選定推動「提升門診區病歷室作業品質」改造案,以期有效解決存在多年之問題,進而強化門診之病歷管理機制,並提昇作業品質。 對現狀進行相關資訊數據之收集、調查及分析,之後對於改造後欲改善達成之目標,分別設定目標值,以「病歷傳送及調閱」、「同仁對病歷作業環境滿意度」及「內部顧客對病歷室服務滿意度」造成「作業品質不佳」作其特性要因分析,並圈選出要因後針對各項要因擬訂改善對策,改造小組對各問題點依改善對策、實施經過、對策處置及效果確認的PDCA四個程序分別處理,另外亦建立8項病歷管理標準作業流程。 改造的成效,在達成率方面:初診病歷每本傳送時間由12.1分縮短為4.7分,達成率為104%進步率為60.8%、複診病歷每本調閱時間由17.4分縮短為 4.8分,達成率為87.5%進步率為72.4%、複診病歷每本傳送時間由20.4分縮短為7.7分,達成率為235%進步率為62.2%;在同仁對病歷作業環境滿意度方面:改善前為43%,改善後為96%;內部顧客對病歷室服務滿意度調查方面:改善前為66%,改善後為90%。改造之後確實提升胸腔病院門診區病歷室作業品質,也提昇醫院的服務品質。 |
英文摘要 | The out-patient service area of the Chest Hospital of the Department of Health, Executive Yuan, ROC, was established in 1952. The original plan, design, and operational processes are no longer able to meet the current business requirements. After careful evaluation from related personnel, a “reforming group” was set up to analyze the problems and evaluate ways to alleviate them. The proposals made for improving medical history mechanism in the outpatient services area were adopted in hope of solving long-standing problems, enhancing the management of medical histories, and promoting the overall operational quality. First, the collection, investigation, and analysis of current related data were performed and the goals of improvement were established. The influences upon operational quality from “transmission and survey of medical histories”, “colleagues' degree of satisfaction with the medical history operational environment”, and “internal customers' degree of satisfaction with the services of the medical history room” were selected for characteristic factor analysis. As soon as the factors were identified, various improvement strategies were developed. The reforming group followed PDCA procedures in applying distinct treatments concerning the strategy, execution, review, and verification of medical history management, ultimately establishing eight standard operational procedures for medical history management. The results of the reformation showed that: 1) the completion rate and improvement rate of the transmission time of first-visit medical history are 104% time shortended from 12.1 min to 4.7 min and 60.8%, respectively; 2) the completion rate and improvement rate of the survey time of returning-visit medical history are 87.5% time shortended from 17.4 min to 4.8 min and 72.4%, respectively; 3) the completion rate and improvement rate of the transmission time of returning-visit medical history are 235% time shortended from 20.4 min to 7.7 min and 62.2% respectively; 4) the degree of colleague satisfaction with the medical history operational environment before and after the improvement rose from 43% to 96%; 5) the degree of internal customer satisfaction with the service of medical history room before and after the improvement rose from 66% to 90%. It is obvious that the reformation significantly improved the operational quality in the medical history room of the out-patient service area and the overall service quality of the Chest Hospital. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。