(1) Define the development positioning, development direction and development strategy
1. Define the development positioning of the hospital
Firstly, it is located in the workers of this enterprise. Utilizing the emotional foundation of the past, continue to occupy this ready market.
Second, located in the hospital around 50,000 residents. To be located around the nearly 50,000 residents to provide basic medical services, because 90% of the residents need basic medical services, can (only need) to deal with some common diseases, diagnosis of chronic diseases, only
10% of the residents need highly sophisticated technical services, this part of the residents, even if the staff hospitals have highly sophisticated technical services, they will not come or dare to come, even if there are large hospitals, specialists sit, but also not necessarily have a large number of hospitals. specialists sitting in the clinic, it is not necessarily attractive. The people to the doorstep of the small
hospital to see a doctor, the first figure is convenient, cheap, familiar, good service, rather than have a specialist. Therefore, it is necessary to make the basic medical services into a fine product, the implementation of quality service strategy.
2, a clear direction of development of hospitals
The direction of development of the first-class hospitals is community health services, based on the community, the family, for the surrounding all residents to provide a set of medical treatment, prevention, health care, rehabilitation, health education, family planning technology guidance as one of the continuity, comprehensiveness, coordination, and overall basic health services. The basic concept is: to make friends with the community residents and become the health agent of the people in the community; to take the initiative to provide services to the community residents and manage the health of the community residents in a comprehensive all-round and whole-personalized way; to maintain a continuous relationship with the community residents, to make lifelong friends by serving them once and serving them for the rest of their lives (once equals to a lifetime); and to come to move one and to move one equals to move ten (one equals to ten).
3. Development strategy
Any hospital can take the six most basic development strategy: highlighting the advantages of the development of characteristics, breakthroughs in the development of "bottlenecks", cultivation of mastery, cost control, good marketing.
Highlighting the advantages - focus on 4 advantages: familiarity, distance, service, price.
Developing Characteristics--Highlight the characteristics of community health services. Services include medical treatment, prevention, health care, rehabilitation, health education, family planning technical services, psychological counseling, door-to-door services, family health care, physical examination, health management, expert consultation,
hospital referral and so on. The service features embody people-oriented, patient-centered, family-oriented, community-based, prevention-oriented, and comprehensive maintenance of the health of community residents. Service commitment: the service to the home, the affordable to the home, the health
Health insurance to the home, to provide one-stop service - the first diagnosis of the first question is responsible for the end of the service, a friend of the type of service, the full range of fully personalized service.
Breaking through the development of the "bottleneck" - breaking through the concept of the "bottleneck".
Cultivating masterstroke: practicing simple strokes to the extreme is a masterstroke, such as comprehensive treatment of common diseases, chronic diseases, psychological problems, intravenous injections, scalp needles, elderly health care, women's health care, children's health care and so on.
Controlling costs -- the biggest costs come from an uncompetitive environment and a lack of cooperative spirit, and from idle resources and mismanagement, not from patient consumption. Most hospitals spend too little on patient services and too much on idleness. Hospitals in general are trying very hard to control the cost of services spent directly on patients, rather than controlling the cost of management and idle costs. The cost of services spent on patients is too low and will lead directly to losing the market.
Good marketing: there is no bad market, only bad vision; there is no bad hospital, only bad marketing; there is no bad marketing, only bad ideas.
External marketing--Establishing fixed contact with relevant units, organizing regular lectures on women's health care, doing physical examination of workers and census of women's diseases, and physical examination of elderly people in the surrounding area; establishing fixed contact with nurseries, kindergartens, and schools to carry out children's physical examination, evaluation of growth and development, nutritional guidance, intellectual development, and consulting on learning problems.
Internal marketing--do a good job of marketing one-on-one quality services, carry out the whole process of management, and carry out "after-sales" services. services.
(ii) establish the awareness of market competition
To establish the awareness of market competition, know with whom to compete, what to compete, how to compete. Competition among tertiary hospitals is positioned in tertiary disciplines, such as cardiology, cardiac surgery, respiratory medicine, urology, etc., and the elements of competition are scale, equipment, technology, and experts. Competition among level II hospitals is positioned in level II disciplines, such as major internal medicine, major surgery, gynecology, obstetrics, orthopedics, etc., and the elements of competition are high-quality services, specialty services, and special needs services. Competition among first-level hospitals is positioned in first-level disciplines, such as basic medical care, prevention, health care, rehabilitation, and health education, etc. The elements of competition are convenience, timeliness, thoughtfulness, kindness, inexpensiveness, effectiveness, safety, comfort, and durability.
(3) Quality service measures taken
1. Renovation of the environment: apply to enterprises to renovate the hospital environment before restructuring, including the hospital facade, internal environment and facilities. Carry out the design of visual identification system, establish brand awareness, and change the hospital's decoration concept. Generally hospitals are decorated in cool colors, such as white, silver gray and blue. In order to reflect the concept of family-oriented services, the hospital's decoration adopts warm tones, using a mixture of 3 basic colors: pink, orange and goose green. In addition, standing completely in the perspective of the common people, to increase the comfort and convenience of the service environment, all service windows and countertops are changed to completely open, seated service.
2. Transformation of the service process: service process reengineering, can be simplified to simplify, can be canceled on the cancellation, can be replaced on the replacement, can be continuous on the continuity, to the people's convenience. Patients visiting the doctor with the process management sheet can evaluate the quality and satisfaction of each service link. Doctors must fill in the return visit card to see the patient, the use of the return visit card for follow-up, see a patient to make a friend, and keep in touch with the patient for life. Carry out service process management, timely detection of problems in the service, help patients to solve the problem, to ensure that the process is smooth, the service is convenient, there is a replacement. Carry out follow-up service, set up follow-up service department, increase active service and publicity.
3. Training of all staff: to change the concept of service training, discussion, writing experience, "change the concept of service, revitalization of the hospital" speech contest; to carry out quality service training, quality service competitions, set up a quality service red flags and stars, to give the winner awards, and will be the star of the service photos hanged in the outpatient clinic The photos of service stars are hung in the hall of the outpatient clinic. Carry out success motivation training to stimulate everyone's desire for success, tell the workers that success has different meanings, everyone can be successful, there must be a way to succeed, there must be a reason for failure, the method of success can be imitated, the reason for failure can be avoided. After the training, everyone is required to write their own career development plan and unify their development goals with those of the hospital, so that they can be united as one, be of one mind and develop in a coordinated manner. Continuously carry out the basic quality education for the staff, organize related activities and ceremonies to enhance the teamwork spirit and establish the market consciousness, competition consciousness, service consciousness and brand consciousness.
4. Carry out humanized management: to let the patient moved, first of all to let the staff moved. Managers must establish the "staff first, service first, management is service" concept. Care about the staff's family life, send birthday cake, birthday party, a monthly commendation meeting, so that employees get respect, really become the master; open staff suggestion mailbox, timely feedback, awards for reasonable suggestions of the staff; increase communication with the staff, the opening of the dean's reception day; the monthly salary bonuses in special envelopes, by the leadership of the hospital personally sent to the hands of the staff, in the envelope to write words of thanks. The hospital leadership will personally deliver the monthly salary bonus to the staff with words of thanks written on the envelope. Let every employee feel that they are valued and nurtured, everyone is a career development unit, can make a big difference, can be developed.
5. Establish a cooperative network to increase the sense of security: maintain close contact and cooperation with the higher hospitals, timely engagement of experts to consult, responsible for the transfer of hospitals, the whole process is responsible for arranging hospitalization, so that the people feel convenient and safe.
6. Reduce prices and costs: Reduce drug prices and examination costs to the extent possible to enhance competitiveness. Increase added value, such as giving medical checkup cards and doing some health promotion activities.
7. Establish a scientific performance management system to provide comprehensive incentives for workers: based on standards, requirements, norms and systems, with performance appraisal as the basic means, and performance communication and feedback as the basis, establish a performance management system that is centered on improving the performance of individuals, departments, divisions as well as the hospital as a whole.
Capability (capacity) management (basic salary) - to improve the quality and capacity for the purpose of each type of position, each person to develop capacity requirements and training programs, design personal career development planning, the establishment of learning, training, continuing medical education, assessment and rewards and punishments system, the annual assessment of employees located in the last 10%. Employees who are in the last 10% of the annual assessment are required to stay on duty to study for 1-3 months, and then rejoin their posts after passing the assessment, and only living expenses are paid to them during the study period. Establishment of a system of training and rotation of staff, with specialists responsible for the implementation of staff training and assessment.
Job management (job pay) - formulate speech, attitude, concept and operation norms for all kinds of jobs, carry out quality service job training, formulate a standardized service system, conduct regular spot checks and appraisals, and carry out rewards and punishments according to the appraisal results.
Output management (performance pay) - the development of economic benefits, social benefits and academic development and other work objectives, according to the objectives of the assessment and rewards and punishments.