手術室專科衛材管理流程再造之研究:以某公立醫學中心泌尿外科手術室為例

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Title:	手術室專科衛材管理流程再造之研究:以某公立醫學中心泌尿外科手術室為例
Other Titles:	Business Process Reengineering on the Special Material Management in the Operating Rooms of Department of Urological:A Case Study of a Medical Center
Authors:	陳湘珠 Chen, Shiang-Chu
Contributors:	姚銘忠 Yao, Ming-Jong 東海大學工業工程與經營資訊學系
Keywords:	專科衛材;倉儲管理;企業流程再造;5S Special material,Warehouse management,Business process reengineering
Date:	2008
Issue Date:	2011-03-09T07:31:25Z (UTC)
Abstract:	在現今健保制度總額給付政策的壓力下，醫療院所必須運用各種競爭策略以求取生存與發展，而「開源節流」是被廣為採用的策略之一；醫療院所一方面要控制醫療作業成本，另一方面則要維持適當的醫療品質，然而兩者在現實上為看似相互抵觸的遠景，所以如何將這兩個願景結合在一起，成為管理手術室專科衛材重要的關鍵。而手術室在醫院的各單位中，無論建造費用、設備投資或是人事成本都相當高昂，無疑的是醫院最主要的資源之一，且手術室的收益亦直接地反映醫院的營收狀況。此外，手術室為因應病患手術的需求，除了儀器、設備、器械、藥品等項目日趨繁雜外，病患手術時使用的衛生材料，亦日新月異。有鑑於此，如何讓手術室中衛材品項充裕、使用不匱乏；且將手術室衛材之庫存能夠儘量減少，降低醫院資金積壓，為醫院高階主管所共同期許。本研究乃是針對泌尿外科手術室內專科衛材之管理，進行企業流程再造。本研究共可分四個階段：1.第一階段中將先進行流程文件化，用以了解手術室衛材的使用現況以及從泌尿外科手術室由申購消耗性衛材，到供應商送貨及盤點、調撥、報廢的流程。2.在第二階段中，將根據第一階段的流程文件化，探討其中不合理之流程並設計新流程達成流程合理化。3.在第三階段中則反覆檢討前兩階段的工作並持續改善，以求建立起泌尿外科衛材管理之標準作業程序。4.最後第四階段則著眼於規劃資訊化，即透過建置資訊系統，用以配合衛材在不同時間點進貨、領貨、耗用的詳細記錄，以精確掌握衛材的料帳。最後，希望能利用本研究之研究成果作為案例，提供其他醫學中心作為日後實際改善活動，亦可以此作為本醫學中心院內其他外科之參考模式，能更有效地改善衛材相關作業的效率，明顯降低手術室的營運成本。關鍵字：專科衛材，倉儲管理，企業流程再造，5S Under the regulation of the “Global Budget Policy” of National Health Insurance, all medical institutions are striving for improving the efficiency of their operations using a variety of strategies. A commonly accepted philosophy is to explore more income sources and to reduce costs while maintaining the quality of healthcare service. Among all units in a hospital, the operation rooms are part of the most important resources costs since their operations require not only the expensive hardware (e.g., the constructions and equipments), but also the highly-skilled human resources and special materials. The costs of special materials are significant for the Departments in the Surgical Division. It is crucial to secure reasonable profit for the Surgical Division to control the costs of special materials. Using the Department of Urological as an example, this study aims at reducing the costs by applying Business Process Reengineering (BPR) to the special material management. We divided this study into five phases as follows.1.Phase 1: We first worked on the documentation of all AS-IS processes that cover all the processes of special material management including the delivery from manufacturer, the accounting, transferring, condemnation, etc.2.Phase 2: We investigate the problems by analyzing the AS-IS processes and design TO-BE processes for improvements.3.Phase 3: Repeat the steps in phases 1 and 2 for continuous improvements. Then, we derive the Standard Operating Procedure (SOP) for the special material management in the Department of Urological.4.Phase 4: We expect to establish a prototype of the information system for the special material management that matches with the SOP from the third phase. 5.Phase 5: We apply 5S to enhance the operations in the warehouse of the special material management to sustain the improvement from BPR. We hope that this study may provide a reference model for other healthcare systems to improve the efficiency of special material management. Keywords: Special material, Warehouse management, Business process reengineering , 5S
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