The advanced management is the foundation of the long-term development of hospital. How to break the barriers between institutions, explore and set up formal management system and operating mechanism is a headache faced by many public hospitals. By bringing in Project Management (PM) theory to establish up the management reform will be a smart way. This study reported the examples of the PMs of West China Hospital of Sichuan University, summarized the management experiences, revealed the great value of PM, and provided references for the managers of hospitals.
ObjectiveTo improve the quality of clinical teaching by restructuring the clinical teaching process with Six Sigma management theory. MethodsBased on the Six Sigma management theory, this paper explored the key causes of the quality of clinical teaching in the respiratory department by using scientific tools including Brainstorming, Fishbone Diagram and Pareto Principle. The problem of teaching of professional clinical skills was the key factor that affected the quality of department's clinical teaching. This paper improved the quality of clinical teaching by restructuring the clinical teaching process including drawing up and carrying out The Manual of Clinical Skills Teaching in respiratory department and introducing the scientific teaching method. ResultsAbout the survey on the satisfaction of clinical teaching process, the score of the control group was much higher than that of the experimental group (P < 0.05). And the score of the skill test of the control group was much higher than that of the experimental group (P < 0.05). ConclusionThe application of Six Sigma management and process restructuration to improve the clinical teaching is significantly effective.
ObjectiveGiven the relatively limited resources available for tumor radiotherapy, the reengineering theory to the tumor radiotherapy process of a tertiary hospital is applied to improve the efficiency of medical service, shorten patient waiting time and improve patient satisfaction. MethodsThe tumor radiotherapy process of a tertiary hospital was studied from January 2017 to September 2018. The indicators such as efficiency and satisfaction were analyzed before reconstruction (from January to December 2017) and after reconstruction (from January to September 2018). ResultsAfter radiotherapy process reengineering, on the one hand, the medical efficiency was improved: the number of new patients for radiotherapy per month rose by 16.58% (P<0.05), and the number of daily radiotherapy increased by 5.80% (P<0.05). On the other hand, the patient treatment process became more concise: the preparation time was shortened from 2-3 days to 1 day, while the waiting time for radiotherapy was shortened by nearly 10 days, and the overall satisfaction of patients increased from 64.17% to 83.55%. ConclusionIt can improve the operation efficiency of tumor radiotherapy and improve patient satisfaction under the condition of relatively fixed resources through the reconstruction of the information-based tumor radiotherapy process.
Objective To explore the short-term effects of reengineering for the first-surgery preparation process in day surgery management. Methods In July 2019, West China Hospital of Sichuan University began to reconstruct a standard process for the first-surgery preparation process in day surgery based on the theory of process reengineering. Patients who underwent the first general anesthesia operation on the day at the Day Surgery Center between February and June 2019 were selected as the pre-reengineering group, and those between July and November 2019 were selected as the post-reengineering group. The time intervals for each stage of the surgical process and the incidences of delays in each stage were compared between the two groups. Results A total of 633 patients were included, with 309 in the pre-reengineering group and 324 in the post-reengineering group. The time from arrival to admission for the first patient [(30.24±7.86) vs. (22.45±10.65) min, P<0.001], time from admission to doctor’s orders [(9.42±7.07) vs. (5.45±5.86) min, P<0.001], waiting time before entering the operating room after nursing preparation [(23.67±17.59) vs. (18.46±19.60) min, P=0.001], and total waiting time from admission to entering the operating room [(73.42±18.46) vs. (65.27±21.00) min, P<0.001] in the post-reengineering group were all shorter than those in the pre-reengineering group. The incidence of patients admitted after 07:50 (2.3% vs. 0.3%, P=0.034) and the incidence of nurses’ preparation completion time extending beyond 08:20 (6.1% vs. 2.5%, P=0.022) in the post-reengineering group were lower than those in the pre-reengineering group. Conclusion The reengineering of the first-surgery preparation process significantly improves the management of day surgery across multiple stages of the process, reducing patient waiting times and minimizing delays in admission, order processing, and nursing preparations that may affect patients’ punctual entry into the operating room.