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我院是以收治传染病及结核病、肿瘤病为主的专科医院,15年前,由军区综合性中心医院撤编组建而成。长期以来,摊子大、设施陈旧老化的高消耗、低效率状况,使有限的后勤保障资源宏观不足、微观浪费。 长期以来,我院后勤工作一直是沿用计划经济时代的集约管理体制和自我封闭的供给福利型模式,这是人力、物力等资源配置不合理、不科学进而造成浪费的主要原因。为此,我们以经济为杠杆,在打破固有模式、完善配置体制、提高资源效率上做了以下四件事:(1)健全组织体制。成立了由院长、书记任正、副组长,各科室领导、机
Our hospital is a specialized hospital mainly dealing with infectious diseases, tuberculosis and oncology. 15 years ago, the Military Central Comprehensive Central Hospital was established and reorganized. For a long time, the high consumption and inefficiency of large-scale and outdated facilities have caused limited macroscopic and wasteful logistics support resources. For a long time, the logistic work in our hospital has always been based on the intensive management system in the planned economy era and self-contained welfare-supply mode. This is the main reason for the unreasonable allocation of resources such as human resources and material resources, and unscientific waste. To this end, we use the economy as a lever to do the following four things in breaking the inherent pattern, improving the allocation system, and improving resource efficiency: (1) Improve the organizational structure. Established by the dean, secretary Ren Zheng, deputy leader, the leadership of various departments, machine