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題 名 | 運用醫品圈手法進行新制身心障礙鑑定服務之改善=Application of Quality Control Circle to Improve the Quality of New Physically and Mentally Disabled Identification System Processes |
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作 者 | 許慧芬; 江秀珠; 徐菁寧; 陳天文; 黃茂雄; | 書刊名 | 安泰醫護雜誌 |
卷 期 | 20:1 2014.06[民103.06] |
頁 次 | 頁27-41 |
分類號 | 548.2 |
關鍵詞 | 國際健康功能與身心障礙分類系統; 團隊領導; 標準作業流程; 預約排程; ICF; International classification of functioning disability and health; Team leadership; Standard operating procedures; Appointment scheduling; |
語 文 | 中文(Chinese) |
中文摘要 | 本專案對於以國際健康功能與身心障礙分類系統(簡稱ICF新制)之鑑定作業效率不彰,主要導因為:鑑定案滯留率偏高及待排等候時間太長。藉由團隊領導溝通模式,不改變現有資源、情況下,運用醫品圈手法,進行二階段二項主題品質改善,經整備人力及加強教育訓練,建立標準作業流程與執行電腦資訊化,第一階段成果顯示,案件滯留率由61.8%降至15.4%,目標達成率為103.6%,進步率為75.1%。第一階段流程雖以改善,但作業過程仍不穩定,嚴重落後需於14日內完成鑑定之規定,再經建立內控稽核機制,落實工作代理常規化,彈性調整預約排程等措施,對第二階段改善具顯著效果,逾期率由62.2%降為1.9%,目標達成率為135.8%,進步率為97.0%,平均等待天數由25.7天降至0.83天,超前達成本院訂定縮短鑑定等待時程為8日內之目標。本專案結果,應可提供以階段性任務為導向並改善ICF新制身心障礙鑑定流程之參考。 |
英文摘要 | A medical center in southern Taiwan had a high retention rate issue in their new physically and mentally disabled identification (ICF new system). The patients who were under assessment process had to wait for a long time. In order to reduce the high retention rate and long waiting time for patients, the research team attempted to use team leadership and quality control circle to solve the issue. After reinforcing education training and setting up a standard operational procedure and implementation of information technology system, there was a significant improvement in the first phase. The retention rate dropped from 61.8% to 15.4%. Target achievement rate was 103.6% and the general progress rate was 75.1%. Although the retention rate dropped as expected, there was still a severe delay of schedule demand by the disabled identification system. The research team decided to start an internal control audit and implement a substitution attorney to support the medical team; moreover, provide a flexible appointment schedule to patients by using information techniques. The result by these acts was astonishing. The overdue rate dropped from 62.2% to 1.9%. The target achievement rate climbed to 135.8%. The general progress rate rose to 97.0%. The average number of patient waiting days dropped from 25.7 days to 0.83 days, which accomplished our target goal of "less than 8 waiting days." To sum up, by using a quality control circle and following a standard operational procedure to improve the quality of the disabled identification system process in our hospital, a great result was achieved in reducing the retention rate and patient waiting days. The implication of the research could be applied to any medical team in a short-term task-oriented mission. |
本系統中英文摘要資訊取自各篇刊載內容。