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在医疗体制改革不断深化的新时期,公立医院改革面临很大的瓶颈,政府希望公立医院能够回归公益本位。民众则希望有一家高品质高效益的医院,能够看得上病、看得起病、看得好病。医疗界则希望能够体现医护人员的价值,让医师受到更大尊重,重塑良好的形象。面对长期以来我国医院普遍存在重视医疗管理,忽视运营管理的现象,医院须针对人、财、物核心资源建立起精益的运营机制,最大化的利用有限的医疗资源,以获得最佳的服务效果。
In the new era of deepening medical system reform, public hospital reform faces a big bottleneck, and the government hopes that public hospitals can return to public welfare. The people want a high-quality and cost-effective hospital, can see the disease, can afford to see, good disease. The medical profession hopes to reflect the value of medical staff, allowing doctors to be more respected, to reshape the good image. In the face of the fact that hospital management in our country has long been focusing on medical management and neglecting operation and management, the hospital must set up a lean operation mechanism for the core resources of people, money and things to maximize the use of limited medical resources to obtain the best service effect.