Improving the rate of pathogen examination before antibiotic treatment is of great significance for clarifying pathogen diagnosis and curbing bacterial resistance, and is also one of the important goals for improving national medical quality and safety. In response to the current problem of low pathogen examination rates, Chengdu Women’s and Children’s Central Hospital adopts a FOCUS-PDCA model, has explored measures such as current situation investigation, root cause analysis, intervention plan formulation, countermeasure implementation, and effect evaluation to improve the rate of pathogen examination before antibiotic treatment in inpatients. This article mainly elaborates on the above model, which has practical significance for ensuring the rational use of antibiotics in inpatients.
Objective Using the evidence-based management to manage the flexible endoscope based on the data collected by information means, to reduce the rate of serious faults and control maintenance costs. Methods From January 2017 to December 2018, we collected and analyzed the flexible endoscope data of the use, leak detection, washing and disinfection, and maintenance between 2015 and 2018 from the Gastroenterology Department of our hospital. Three main causes of flexible endoscope faults were found: delayed leak detection, irregular operation, and physical/chemical wastage. Management schemes (i.e., leak detection supervision, fault tracing, and reliability maintenance) were enacted according to these reasons. These schemes were improved continuously in the implementation. Finally, we calculated the changes of the fault rate of each grade and the maintenance cost. Results By two years management practice, compared with those from 2015 to 2016, the annual rates of grade A and grade C faults of flexible endoscope from 2017 to 2018 decreased by 10.3% and 16.7% respectively, and the annual average maintenance cost fell by 53.2%. Conclusions The maintenance costs of flexible endoscope could be effectively controlled by enacting and implementing a series of targeted management schemes based on the data from the root causes of faults applying the evidence-based management. Evidence-based management based on data has a broad application prospect in the management of medical equipment faults.
Objective To explore the role of introducing closed-loop management in the decision execution process of hospital president’s office meeting in improving the hospital decision execution and management ability. Methods The topics of the president’s office meeting of Guang’an People’s Hospital from 2021 to 2022 were selected. The topics of the president’s office meeting were divided into 2 groups based on the introduction of closed-loop management. Among them, 2021 was used as the pre-intervention group, and 2022 was used as the post-intervention group. The completion rate of agreed topics, the rate of reconsidering deferred topics, and the impact of closed-loop management on various sequence departments of the hospital before and after intervention were observed. Results A total of 946 topics were included. Among them, there were 499 topics in the pre-intervention group, 305 topics were completed, 38 topics were deferred, and 16 topics were presented for further meetings; after intervention, there were 447 topics, 404 topics were completed, 33 topics were deferred, and 24 topics were presented for further meetings. There was a statistically significant difference in the average completion rate of agreed topics [(60.90±6.30)% vs. (89.62±7.94)%] and the average rate of reconsidering deferred topics [(40.83±18.78)% vs. (65.70±25.62)%] before and after intervention (P<0.05). The average completion rate of agreed topics in administrative, logistic and business sequence increased from (60.13±7.95) %, (67.90±22.13) % and (63.34±18.54) % to (92.41±8.25) %, (88.80±18.78) % and (84.79±18.71) %, respectively. Conclusion The introduction of closed-loop management in the decision execution process of the hospital president’s office meeting can improve the decision-making efficiency and execution ability.
1背景早在1987年英国爱丁堡皇家医院就开始着手研究快速的治疗流程分类系统给心肌梗塞的患者所带来的时间经济效益，就此对快速流程的研究正式拉开了序幕。到了20世纪90年代初，欧洲部分医院的急诊科首先从科室角度开始迅速推广快速流程； 同时涉及麻醉方面的流程效率改革和创新逐步兴起。20世纪90年代末麻醉专业从门诊麻醉模式、手术及麻醉前干预上，开始逐步提升快速流程的综合管理能力。正是在20世纪90年代末，快速流程的理念被正式提出，在当时它还有一个名称叫做多模式康复流程。这种理念随之在欧美国家流行起来，大量的临床实践不断在进行。1994年，美国Engelman等就提出了冠状动脉旁路“fast-track recovery”的概念，并建立了一套相应的快速康复程序，通过实践发现其的确能够加快患者的术后康复、缩短住院时间。至此快速流程作为一项高效的临床运作模式被正式纳入临床具体病种的应用中。从2001年至今，心脏外科及结直肠外科的快速流程已趋于成熟，并已成功地渗透到外科领域的多个环节……
According to the characteristics of the diversified employment system of general hospitals, we have independently developed a set of personnel information platforms suitable for our hospital's operating model and work-flow which achieved establishing a novel big data management model for big personnel. After a year of trial operation, the big data management of personnel has completely covered the target management and requirements of the hospital, covering basic quality, public services, teaching work, medical work, scientific research, and other dimensions of information, which helped the hospital constructed a systematically networked and full-coveraged, personnel information system with strong early warning functions and incentives, enabling the reasonable utilization rate of human capital and continuous improvement of the quality of talent training.