How to do a good job of intensive medical management?17 hospital expert management cheats are all public

When it comes to the intensive medical management ward (ICU), most people know that the patients who go in are "enough". But in fact, regardless of the earthquake or epidemic, every large -scale disaster or epidemic scene, severe medicine has never been absent. At the most challenging scene, the most chance of life -this is the mission of severe doctors.

In order to convey the knowledge of the frontier of intensive medical medicine, share the innovation development model, explore the opportunities and challenges of the current discipline construction and development, and strive to achieve the system innovation, technological innovation, model innovation and management innovation of intensive medical services. The first phase of the first phase of the “Section Director of the Director of Director Director’ s Lecture Hall ”activity was officially launched in Chengdu.

At the meeting, Gao Peiyang, deputy dean of Chengdu University of Traditional Chinese Medicine, served as the guest of this salon, Zhang Na, director of the Medical Union Center of Chengdu University of Traditional Chinese Medicine, presided over the whole process. The "head of the department" gathered together to discuss the management secrets of the Department of Severe Medicine Division, and launched a extensive in -depth and enthusiastic discussion. Gao Peiyang believes: "The management of a department directly affects and reflects the strength and level of the hospital. The quality of management efficiency plays a role in the normal operation of the hospital and the development of the hospital. Management and management cannot be managed by experience. So this salon event has great guidance. "

Disciplinary construction cannot be kept "lame"

Must be three -tailor

At the Salon Association, Director Wang Ping, Director of the Institute of Critical Medicine of the Fifth People's Hospital of Chengdu, bluntly stated that in recent years, the discipline construction of various hospitals in Sichuan Province is very urgent. The country is now vigorously promoting the future construction of the discipline. Patient needs and the improvement of hospital strength. How to carry out discipline construction can the path of intensive medical medicine towards benign development? Wang Ping, who has 17 years of experience in the department, proposed to start from three aspects in the Salon Club.

First, clinical ability and quality control. In Wang Ping's view, clinical ability is the basis of discipline development, and quality control is the guarantee of discipline development. Therefore, in the clinic, in addition to keeping medical hotspots and pioneering and innovative technologies, it is necessary to have strong clinical thinking ability and "moderate treatment" concept. In terms of quality improvement, the discussion and automatic discharge case summary of difficult cases are worth analysis. In the work of department management, some management tools can also be used appropriately. For example, after the PDCA cycle is improved, the corresponding SOP gradual standardized operation procedures are formed to allow the department The quality level can be more stable.

Second, teaching and scientific research. In Wang Ping's opinion, the ability to teach is one of the most important abilities in doctors. Therefore, it has strongly supported and promoted the standardized training of inpatients and standardized training for specialists. In terms of scientific research on many severe scientific department managers, Wang Ping also suggested that the enthusiasm of resource allocation and mobilization is made to promote scientific research in combination with performance. In addition, the department also set up the latest core journal literature learning and sharing group every week to create an atmosphere of lifelong learning.

Third, department culture. If the clinical ability is hard power, the department culture is soft power. In 2017, the State issued the "Notice of the General Office of the National Health and Family Planning Commission on the construction of characteristic hospital cultural hospitals". Excellent hospital culture can condense people's hearts, promote innovation, improve the quality and service efficiency of hospitals, promote the sustainable development of hospitals , Thereby enhancing the sense of gain of hospital employees and people.

Excellent reward,

Economic leverage leverage the development of severe illnesses

In order to enhance the awareness of quality control of the department and improve the quality of clinical service of patients with severe illnesses, Long Kunlan, director of the Department of Critical Medicine, Affiliated Hospital of Chengdu University of Traditional Chinese Medicine, shared "Gathering Empowerment, Outstanding Remuneration", from performance assessment, job evaluation, etc. The aspect of the perspective of severe medical science is developed.

Long Kunlan analyzed the types and advantages and disadvantages of the "centralized distribution", "equivalent", "unparalleled", and its own advantages and disadvantages of 6 performances. Justice, employee recognition is high. "On this basis, intensive medical disciplines need to comprehensively implement refined management.

In the explanation, Long Kunlan also took his own department as an example to explain in detail how he constructed the level of performance grading standards from level 0 to 4, a total of 5 energy levels; the fair competition of capable competition, job competition, and upstream Mechanisms; and the monthly assessment system is established according to the needs of daily work and the differences in job responsibilities. Among them, personal assessment, colleague assessment, and leadership evaluation three parts that meet the management of modern hospitals and are sub -series of assessment management systems. The faster the medical echelon grows, the higher the level, the larger the platform, and the greater the contribution to the construction and operation management of hospitals.

Long Kunlan also pointed out that there are easily problems in the department in the department, "different jobs, different jobs in the same post", quantitative and qualitative assessment of doctors and medical care at different positions, and flexibly the performance distribution of performance from monthly performance and year -end performance. It not only fully mobilized the enthusiasm of employees' work, but also strongly supported the hospital's construction and the development of disciplines.

In the end, Long Kunlan borrowed a sentence of Li Weimin, the dean of Huaxi Hospital of Sichuan University: "Use professional glory and reasonable income to stimulate personal vitality."

Focus on management pain points

19 experts share development passwords

At the scene of the salon, experts also conducted a warm discussion on the difficulties encountered in the management of intensive medical medicine.

Wang Zhong, deputy director of the Department of Critical Medicine, Pujiang Hospital of Chengdu Third People's Hospital: How to implement quality control work?

Wang Ping, the director of the Institute of Critical Medicine of the Fifth People's Hospital of Chengdu, replied: The quality control work is indeed difficult and correct. The implementation of three points is very important: first, the leader must play a good role. The valuable medical records should be analyzed with everyone; when something is wrong, we must get the measures of everyone's conviction to let everyone understand that the quality in your eyes is the bottom line. Second, everyone must participate in it, so that everyone can truly understand that the department's emphasis on quality control is wrong. It is wrong to form a better clinical thinking ability. Third, we must do their best, and be good at what people are suitable for.

Hu Xiaohong, director of the Institute of Critical Medicine of Jingsang County, raised two questions: 1. How to learn from the clinical experience and system of doctors in different hospitals, how to learn from the different situations and systems? 2. After the third -party company assisted the hospital's performance reform, the performance of the intellectual care staff may be at the level of the downstream, resulting in a greater impact of nursing quality. What should I do?

In response to the first question, Long Kunlan, director of the Department of Critical Medicine, Affiliated Hospital of Chengdu University of Traditional Chinese Medicine, replied: It is recommended that the relevant diseases, diagnosis and treatment plans, and clinical issues of intensive medicine can be recommended. Combined with the experience and practices of different medical centers, the standardization process and diagnosis and treatment specifications of the undergraduate room adapted to local conditions

In response to the second question, Wang Maojuan, director of the Department of Critical Medicine, the People's Hospital of Deyang City: The nursing work of severe medical department has heavily contributed to the treatment of patients. The income is the forefront of the nursing income of the whole hospital. Should carefully study the performance distribution system, appropriately reflect the specific situation to the superior authorities, and strive for appropriate policy support.

Regarding the lack of talents, the charging of the department's consumables, and how to form centripetal force, Guo Chuan, Director of the Severe Medicine Division of the First Affiliated Hospital of Chengdu Medical College, Hu Qionghua, Director of the Severe Medicine Department Director Wu Jiani and Li Shuxian, director of the Institute of Critical Medicine of Longquan District Traditional Chinese Medicine Hospital, also shared from their respective experience.

In the end, Gao Peiyang, deputy dean of Chengdu University of Traditional Chinese Medicine, summarized the content of the round table discussion: "ICUs of different hospitals have different positioning (whether teaching hospitals, three Jia, district and county level, etc.). The ability of patients. ICU is also the cradle of composite management talents in the hospital and enhances the ability to attract patients. At the same time, management should formulate the vision of the development of the department, mobilize resources to do things, and appropriate people do suitable positions, improve training, supervision and assessment, and supervise and assessment. Proper empowerment, based on the needs of the grass -roots people, provide higher -level medical services. "

Thanks for the following experts to attend the academic salon:

Gao Peiyang, deputy dean of Chengdu University of Traditional Chinese Medicine University

Long Kunlan, Director of Critical Medicine, Affiliated Hospital of Chengdu University of Traditional Chinese Medicine

Zhang Na, Director of Medical Union Center, Affiliated Hospital of Chengdu University of Traditional Chinese Medicine

Zhong Xingmei, Director of the Institute of Critical Medicine, Chengdu First People's Hospital

Hu Qionghua, Director of the Institute of Critical Medicine, Chengdu Second People's Hospital

Wang Ping, Director of Critical Medicine, the Fifth People's Hospital of Chengdu

Wu Jiani, Director of the Severe Medicine Division of the Sixth People's Hospital of Chengdu

Chen Bingyang, Director of the Several Medical Division of the Seventh People's Hospital of Chengdu

Guo Chuan, Director of the Severe Medicine Division of the First Affiliated Hospital of Chengdu Medical College

Zou Chao, Deputy Director of Cardiology, Qingyang District Traditional Chinese Medicine Hospital

Li Shuxian, Director of the Department of Critical Medicine, Longquan District Traditional Chinese Medicine Hospital

Zhao Zhonglin, Director of the Institute of Critical Medicine, Shuangliu District

Hu Xiaohong, Director of Critical Medicine, Jinsang County Traditional Chinese Medicine Hospital

Han Xiaolin, Director of the Institute of Critical Medicine of Pengzhou Traditional Chinese Medicine Hospital

Wang Zhong, deputy director of the Department of Critical Medicine, Pujiang Hospital of Chengdu Third People's Hospital

Gao Xiangrong, Director of Chongzhou Traditional Chinese Medicine Hospital

Wang Maojuan, Director of the Department of Critical Medicine, the People's Hospital of Deyang City

Wang Chunyu, Director of the Institute of Critical Medicine, Jiangyou City Hospital

Cao Haiquan, Director of the Institute of Cympology of Nanchong Central Hospital

(Editor: Zhang Lidu)

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