The directors said the hospital should do this! Do you agree?

Change will lead to generalization, and generalization will last for a long time. Change the traditional management model, plan a new path for the professionalization of deans, and use informatization to help smart hospitals... August 25, 2018, "Change·Management" sub-forum of the "3rd China Social Medical and Hospital Management Summit Forum" , hospital directors, management gurus, and industry experts gathered together to talk about "changes in management."

Chen Zhongqiang: Discipline Construction and Management Reform

"The management characteristic of Peking University International Hospital is that it has formed a hospital management model that combines medical experts and business managers." said Chen Zhongqiang, President of Peking University International Hospital. The hospital's vision for the next twenty years is to build a large-scale comprehensive hospital integrating medical, teaching and research that is in line with international standards. Achieving this goal is inseparable from the construction of disciplines and talent teams.

Chen Zhongqiang said that the discipline construction model of Peking University International Hospital is "patient-oriented" and follows the development strategy of "the hospital has characteristics, departments have focus, and people have expertise", and the disciplines are divided into characteristic disciplines, key disciplines, and general disciplines and high-end services. It adopts three forms: "self-construction, joint construction, and doctor team".

The hospital focuses on the joint construction of the superior disciplines of the Ministry of Medicine, builds a first-class medical core team through multiple channels, and builds a characteristic discipline center based on multidisciplinary cooperation. At the same time, we will strengthen the introduction of talents and strengthen the independent operation and development capabilities of the discipline itself. Nowadays, not only the academic strength of the school has been improved, but its independent operation ability has also been continuously strengthened.

"Discipline construction and talent team construction are the basis for the sustainable development of the hospital, and they are also major challenges faced by a large hospital run by social capital." Chen Zhongqiang said that Peking University International Hospital is committed to establishing a discipline construction that conforms to the laws of medical development. and a new model of talent team building. To realize the vision of building a first-class hospital and leading the reform of the medical system.

Chen Xiaoming: Information technology improves medical services

The "Internet +" wave and the advancement of the new medical reform have brought challenges to hospitals and doctors. Only by proactively embracing informatization can we achieve sustainable development.

4 million outpatient clinics with zero queues, hospitalization processing in 10 seconds, zero-distance services, and intelligent reading of medical images... These are the results of the First Affiliated Hospital of Wenzhou Medical University using "Internet +" to effectively improve medical services. Through process reengineering, the hospital has truly established a "patient-centered" service process.

Chen Xiaoming, former president of the First Affiliated Hospital of Wenzhou Medical University, said that through the reform of management processes, the traditional "one-and-done transaction" model of medical treatment has been broken, and real-time interactive user relationships have been established. "Continuous collaborative medical care" for medical institutions facing the same patient will become a norm in new medical services, and a "new chapter of Internet + medical informatization" will also open.

The 5G era is coming, the Internet empowers regional medical care, and "platform Internet + medical care" emerges at the historic moment. Breaking information islands, solving interconnections, reducing investment costs, improving resource utilization, and completely solving the problem of low-level, small-scale and scattered... These will become the "platform Internet"

+Medical" focus and trend. Chen Xiaoming said that in the future, all hospitals will be unified to achieve an ecological environment with "no computer rooms, no servers, no storage, no systems, no professional operation and maintenance personnel, and no customer complaints."

Liao Xiyao: Rethinking “Dean’s Professionalization”

"It is not easy to manage a hospital, and small hospitals are more difficult to manage than large hospitals." said Liu Xiyao, former director of the Hong Kong Hospital Authority and a lifelong academician of the American Academy of Healthcare Management. Management is a science and it requires professional talents.

So, how can the dean’s work be professionalized? Liao Xiyao first emphasized the need to clarify the work content of the dean. He believes that the dean's job should include managing complex relationships, adapting to the changing health care environment, and addressing performance and financial burdens.

Then, it is necessary to clarify "how to do it?" This tests the dean's judgment, execution, and leadership. The improvement of the professional level of deans is inseparable from five aspects of abilities: communication and relationship management, professional ethics, knowledge of the medical care environment, leadership, and business skills and knowledge.

Hospital management is an independent subject, and hospital director is an independent profession. Therefore, it is imperative to standardize the training content, access mechanism and circulation management of hospital directors. "We cannot use old thinking to solve new problems. Change and innovation are the eternal themes." Liao Xiyao said.

Zhang Juyang: QR-PPP model innovation

"Learn management from the best public hospitals, and learn management from the best enterprises." As a hospital that is transforming from a government-run hospital to a social-run hospital, Zhang Juyang, director of Xuzhou Cancer Hospital, brought his management experience. He elaborated on the exploration of the operation and management model of mixed-ownership cancer hospitals, and innovatively proposed a new mixed-ownership reform strategy—a public-private partnership (QR-PPP) based on the participation of high-quality public resources.

Transformation contradictions such as the conflict between the public welfare of hospitals and the profit-seeking nature of capital, the contradiction between the status of hospital employees as "on staff" and "not on staff", and the differences in social recognition between public hospitals and private hospitals are inevitable, but the QR-PPP model Effectively solved these problems.

This model introduces high-quality public resources as technical guidance, uses technical or high-level talents as shares, and participates in hospital management and supervision. Through this model of "state-owned assets + social capital + high-quality resources", it can effectively combine the enthusiasm of employees, stabilize the talent team, maintain public welfare and balance the profit-seeking nature of social capital, and the results are obvious.

Zhang Juyang said that the innovation points of QR-PPP include the introduction of social capital, expansion of hospital development space, the structure remains unchanged (the nature of the hospital remains unchanged, the public welfare functions remain unchanged, the identity of employees remains unchanged, and the government supervision remains unchanged), and the establishment of "board of directors and modern hospital management" A new management model that combines "system". These innovations have brought significant results and put the hospital on the fast track.

Peng Mingqiang: Medical consortium maximizes benefits

Medical consortium is an effective way to achieve hierarchical diagnosis and treatment, and now it has become the "standard configuration" of major hospitals. Managing the medical consortium well has become a new topic for hospital managers. "The construction of a medical consortium can make medical resources scientific and maximize benefits."China-Japan Friendship HospitalVice President Peng Mingqiang said.

Regional medical consortiums have limitations. For example, due to the limitations of their own specialty levels, it is difficult to solve the diagnosis and treatment of difficult and critical diseases in a certain specialty. At the same time, there are still problems such as insufficient, fragmented, uneven and non-homogeneous medical resources.

In recent years, China-Japan Friendship Hospital has made great efforts to build a specialized medical consortium. At present, the hospital has established a respiratory specialist medical consortium, a pain specialist medical consortium, a combined traditional Chinese and Western medicine oncology and other specialist (specialty disease) medical consortia, which has improved the efficiency of high-quality resources and promoted a scientific resource structure.

Compared with regional medical consortiums, specialist medical consortiums can serve the whole country. It can give full play to the radiating role of high-quality resources and the leading role of superior specialties. Effectively integrate resources, promote the implementation of hierarchical diagnosis and treatment, effectively implement regional assistance, training and promote standardized diagnosis and treatment, etc. Promoting the coordinated development of medical consortium units to a certain extent is in line with the interests of all parties within the medical consortium.

Li Lirong: Information technology supports “big logistics” management

In the era of "Internet + medical health", hospital management faces new opportunities and challenges. For complex logistics management, information technology has become a good solution to the problem.

"Smart logistics" is based on the Internet of Things, cloud computing, big data, artificial intelligence and other information technologies. In accordance with the hospital logistics management requirements, information and communication technology is used to integrate various resources and information of the agency's logistics operation system, and to provide logistics services to the main body. A system that responds intelligently to work, life and other needs. "The characteristics of smart hospitals and smart logistics construction are full life cycle, continuous improvement and gradual improvement." said Li Lirong, Vice President of Peking University International Hospital. The "big logistics" management model supported by the hospital's information technology is divided into five major aspects: logistics management, life services, security management, mechanical and electrical management, and asset and logistics management.

The hospital continues to innovate service ideas and create an information-based, refined and professional logistics management model. Taking equipment management as an example, insist on

The principle of "integration and process" integrates the management of "people-finance-material-time-space-process" to build multi-department integration work in the hospital to achieve full-staff collaborative business integration, data sharing, strengthened collaboration, and department integration. , collaborative working and information synchronization.

In addition, the hospital has established a logistics management team based on the model of “core control, combined with outsourcing, professional operation, and effective supervision”. A model has been formed in which professionals do professional things and the core departments control themselves; social services are outsourced and management and supervision work is done well, and the hospital's logistics management team has been optimized and improved.