The medical service informatization industry in China has not yet matured, and the resulting disputes and contradictions exist to some extent.
Professor Wang Health, a senior hospital management expert at the PLA General Hospital, pointed out that it is unimportant that the services provided are third-party and second-party, but what is important is that the intermediate links should be given sufficient attention by the government, including how to regulate the organization at the level of hospitals, and how to eliminate the speculation of the ticket trolls; the other problem is that of releasing the number of hospitals to have a reasonable and fair proportion of the distribution. The control of the total level of the price of the booking of registration, there should be a price generated through public opinion surveys, rather than the price of their own brains, or the price specified by the government.
"When the fundamental problem cannot be solved, information should be made public and all aspects should be transparent. Truss Lin, director of the Research Office of the Important Ideas of the Three Represents at the Institute of Marxism of the Chinese Academy of Social Sciences, expressed the same view, "It is necessary to strengthen the supervision so that, although we can not solve the fundamental problem of the tension between supply and demand, we can alleviate it to a certain extent, so that the public's opinions do not continue to expand." With the rapid development of information technology, more and more hospitals in China are accelerating the implementation of the overall construction of information technology-based platforms, HIS systems, in order to improve the level of service and core competitiveness of hospitals.
Informatization not only enhances the efficiency of doctors, so that doctors have more time to serve patients, but also improves patient satisfaction and trust, and invariably establishes the image of the hospital's technology. Therefore, the gradual integration of medical business applications and basic network platforms is becoming a new direction for the development of informatization in domestic hospitals, especially large and medium-sized hospitals. As we all know, room check is the daily routine work of hospitalized doctors. In the traditional work mode, doctors or nurses need to carry a large pile of medical records, and handwritten way to record medical information. This is not only detrimental to the efficiency of the room check, but also prone to errors due to entry and recognition.
Some hospitals have therefore begun to deploy medical networks in wards to reduce manual tasks. Under the wired network model, doctors can complete routine checkups by plugging their workstations into a network interface in the ward. This is much more convenient than traditional checkups, but repeated plugging and unplugging can easily cause equipment damage and increase unnecessary expenses. The use of wireless LAN to cover the wards need not consider the number of people, no need to plug and unplug the interface, as long as the estimated access bandwidth can be, and also provides users with the advantage of access to the network in any corner of the coverage area.
In fact, wireless room checking is pushing digitalization to the patient's bedside. Doctors or nurses only need to gently click on the portable tablet PC or PDA, you can always access the patient's medical records, medical prescriptions and a variety of tests, laboratory tests and nursing information, and can accurately give medical advice at the bedside, record changes in condition, and transmit the relevant information in a timely manner to the department and the hospital's management terminal. The use of wireless room checking system will maximize the efficiency of doctors' room checking, reduce the waiting time of patients and improve patient satisfaction. It can be said that wireless room checking system is a revolutionary application. First, the introduction
What is called " Western cowboy " phenomenon ? We have seen the American western movie, the western cowboys cross-gun horse, Mercedes-Benz in the vast grasslands, very dashing, but in fact, all day and night also busy, taking care of those running around the herd. Our CIO today is also like the cowboys of the West, a moment to receive a phone call, said the printer to replace the toner cartridge, and immediately called to ask Zhang to go, Zhang's phone is busy on the phone to play the small Wang's phone. The phone has not yet been called, there may be something to do to forget that just now. Hospital CIO every day in the busy, busy, busy circle of fast rotation, and can not go out, busy also become the characteristics of the information center.
If a CIO relies on diligence alone, he or she will never be able to manage IT in an organized fashion by relying on man-to-man tactics.
We have to ask about a problem: Is it important? Is it urgent? Is it routine or exceptional?
What can be done to change this chaos?
1, the work of the four quadrants
Priority management theory divides the work into four quadrants
A: and urgent and important: such as the network is down, it must be dealt with immediately.
B : not urgent but important: like staff training, which we tend to overlook
C : urgent but not important: a toner cartridge at a doctor's workstation needs to be replaced, which is where we tend to get lost.
D : not urgent and not important: the CIO does not need to spend energy to deal with.
2, routine or exceptional issues
Changing toner cartridges every day is a routine matter, something within the service catalog, and should be handled by the general staff. The CIO has to deal with the exceptions, and after the CIO has dealt with the exceptions, the CIO will come across the exceptions. For example, if the color toner cartridges are purchased original or replaced, the CIO decides to replace the powder, then the service desk will handle it later.
If we have a good systematic way to deal with these issues, then our CIO will not be a cowboy in the West.
This method is based on ITIL ITSM (IT service management)
II, IT service management global best practices ITIL Introduction
1, the meaning of ITIL:
IT: IT: IT includes the technical infrastructure (hardware, system software and communications facilities), application infrastructure (application software and databases) and documentation, etc.
Services (Service): Supported by IT service providers, in a way that allows customers to feel coordinated to meet one or more of the needs of the customer's available systems or functions.
IT Service: IT Service refers to the combined use of people, resources, and processes to meet the information needs of customers.
Management: Management refers to the strategic, tactical, and operational concepts and practices used in the provision and delivery of services, and involves the use of resources, including equipment, people, processes, and ideas to achieve a goal, in this case the delivery of appropriate services.
There are a variety of definitions of IT service management based on different starting points and focuses.
Gartner, an international authority in IT, believes that ITSM is a set of collaborative processes to ensure the quality of IT services through Service Level Agreements (SLAs), and that it integrates the theory and practice of management activities such as system management, network management, system development management, and the theory and practice of many processes such as change management, asset management, and problem management.
And the international authority in the field of ITSM, itSMF (International IT Service Management Forum), is of the view that ITSM is a process-oriented, customer-centric approach, which improves the organization's ability to deliver and support IT services and its level of service support by integrating IT services with the organization's business.
The core idea of ITSM is that an IT organization, whether internal or external, is an IT service provider whose primary job is to provide low-cost, high-quality IT services. The quality and cost of IT services need to be judged from the side of the customers (who buy IT services) and users (who use IT services) of IT services. ITSM is also a form of IT management. But unlike traditional IT management, it is a service-centered IT management. Alternatively, we can think of ITSM as an "ERP solution" for IT management. From the organizational level, it will be the enterprise's IT department from the cost center into a service center and profit center; from the specific IT operations level, it is not the traditional function-centered IT management, but process-centered, from the complexity of the IT management activities to sort out those core processes, such as incident management, problem management and configuration management, these processes are standardized, standardized, and clearly define the goals and scope of each process. The goals and scope of each process, the costs and benefits, the operational steps, the critical success factors and performance metrics, the responsibilities and rights of the people involved, and the relationships between the processes are clearly defined.
There are three fundamental goals for implementing ITSM:
(1) to provide customer-centric IT services;
(2) to provide high-quality, low-cost services;
(3) to provide services that are accurately priced.
2, the basic principles of IT service management
The basic principles of ITSM can be simply summed up by the " two conversions ",
The first is " sorting "
The second is " packing "
The second is "Packaging"
First of all, the vertical various technical management work (which is the focus of traditional IT management), such as server management, network management and system software management, etc., to " combing ", the formation of a typical process, such as ITIL in the The 10 processes in ITIL. This is the first transformation. Processes are mainly used internally by the IT service provider and are not of interest to the customer. These processes need to be packaged into specific IT services on demand and then delivered to the customer. This is the second transformation. The first transformation transforms technology management into process management, and the second transformation transforms process management into service management. There are a number of reasons for this transformation.
From the customer's point of view: IT is only a means of operating business processes, not the end, the need is for IT to achieve the function, the customer does not have to, and may not have too much understanding of IT, he and the IT department of the communication between the use of "business language", not "technical language", IT technology is not the same as the "technical language". The communication between the customer and the IT department should be in "business language", not "technical language", and IT should be transparent to the customer. For this reason, we need to provide IT services. In order to provide these IT services in a flexible, timely and efficient manner, and to guarantee the quality of the services and accurately calculate the related costs, the service provider must have a certain degree of prior categorization and "gellation" of the services. Process management is an ideal way to meet these requirements.
3, the scope of IT service management
ITSM applies to the management of IT, rather than the business management of the enterprise.
It is important to be clear about this because it clearly demarcates the boundaries between ITSM and management methodologies and software such as ERP, CRM and SCM, the boundaries are: the former for IT management, the latter for business management.
ITSM focuses on the operation and management of IT.
If you compare an organization's business processes to arranging for a car to make a transportation trip, then IT planning is the equivalent of selecting the right route, the right car, and the right driver for the trip. The task of ITSM is to ensure that the driver of the car follows the operating procedures and traffic rules, and carries out the necessary repairs and maintenance to avoid breakdowns as much as possible; once a breakdown occurs, it can also be quickly repaired; and when the car arrives at its destination, all the costs of the entire process can be accurately calculated, which makes it easier to measure the cost-effectiveness and provides a basis for decision-making on the adjustments to be made. Simply put, IT planning focuses on the strategic aspects of an organization's IT, while ITSM is the tactical and operational activity that ensures that the IT strategy is effectively executed.
While technology management is an important part of ITSM, the primary goal of ITSM is not to manage technology. While technical management of IT is the task of systems administration and network management, the primary task of ITSM is to manage the IT needs of customers and users. This is a bit like marketing management. The essence of marketing management is demand management, the goal of which is to make the final product or service produced or provided by the organization meet the needs of the market (customers). Similarly, in ITSM, the IT department or IT outsourcer is the provider of IT services, and the business department is the customer of the IT department or IT outsourcer, so how to effectively utilize IT resources to appropriately meet the needs of the business department becomes the ultimate mission of ITSM. To put it another way, for the customer, the business sector only needs to be concerned about whether the IT service meets its requirements, as to whether or how the IT service itself can meet the requirements, the business sector as the customer does not need to care about.
This can be illustrated with the following example. A user urgently needs to print a document with a large number of pages, but it so happens that the printer fails at this time, then the user's traditional way of dealing with this is to notify and wait for the IT department to repair the printer, and then emotionally express their dissatisfaction, whereas the "ITSM-style" way of dealing with this is to say to the IT department: "I need to I need to use this print document by 5:00 PM, OK? "How the print job gets done, for example by fixing or replacing the printer, is the IT department's job, and the business just pays for the service itself. This is the fundamental difference between ITSM and traditional IT management.
4, the value of IT service management
IT service management provides value to the organization that implements it, its employees and other stakeholders. The IT Service Management Implementation Plan summarizes these values as business value, financial value, employee benefits, innovation value and internal value:
Business value: for example: to ensure that IT processes support business processes, and overall improve the quality of business operations; more reliable business support through incident management processes, change management processes and service desks, etc.; customers have a more reasonable IT expectations and a clearer idea of how to meet these expectations. Customers have more reasonable expectations of IT and are more aware of what they need to pay to meet those expectations; increased productivity of customers and business people; more timely and effective business continuity services; more cordial working relationships between customers and IT service providers; and increased customer satisfaction.
Financial value: IT service management not only provides business value, but also directly benefits the organization financially, such as: reduced cost of implementing changes; timely cancellation of maintenance contracts for software or hardware when it is no longer in use; the ability to "tailor" capacity, i.e., provide the right amount of capacity for the right need. such as disk capacity; and appropriate service continuity charges.
Employee benefits: IT service management also benefits service personnel in a number of ways, such as: IT personnel have a clearer understanding of what is expected of them and have the appropriate processes and training to ensure that they are able to fulfill those expectations; increased IT personnel productivity; improved IT personnel morale and job satisfaction; and a better representation of the value of the IT department, which in turn improves employee motivation. motivation.
Innovation value: The innovation value provided by IT service management includes: a clearer understanding of customer needs by the IT service provider to ensure that IT services are effective in supporting business processes; greater visibility into current IT service offerings; improved IT support to enable more flexible use of IT by the business; increased service flexibility and adaptability; and improved ability to anticipate future trends so that you can be more responsive and responsive. The ability to anticipate future development trends allows for more rapid adoption of new service requirements and corresponding market development.
III. IT Service Management Methodology
ITIL is the de facto standard for IT service management practices, but it is difficult for organizations to deploy and implement ITIL-compliant service management directly through ITIL documentation. There is a gap between ITIL theory and enterprise practice. This is reflected in the fact that firstly, ITIL is theoretical and framework, while what enterprises need are specific methods that can be operated, such as specific systems, processes, employee job manuals, job descriptions, and management tools. Secondly, ITIL specifies what a complete IT service management is like, but it does not tell enterprises how to implement ITIL step by step. Therefore, in the specific practice of ITIL need a good methodology to bridge the gap between theory and practice.
The IT service management model is a localization of foreign best practices, and although it is slightly simpler, it represents some of the exploration of ITIL by local companies in the specific conditions of the Chinese environment. It includes a component management layer, an integrated IT management platform layer, and a service management layer.
Four, IT service management tools
Because of the importance of IT to the enterprise and the complexity of the IT environment and the distribution of the increase in IT service management must have tools, but also to make clear that the tool is not omnipotent.
IT service management tools are divided into three categories: service management tools (mainly for the service management process), infrastructure management tools (such as network management tools), application management tools (mainly to manage the hospital's application systems)
Five, the service desk (Help Desk) Introduction
Service desk is the single point of contact between the IT department and the business sector in the operational level to specifically realize IT and the business sector. The integration of IT and business is specifically realized at the operational level. The integration of IT and business at the operational level is specifically embodied in the following: IT must support the continuous operation of the business, in accordance with the provisions of the Service Level Agreements (SLAs) to sort the user's requirements, maximize the needs of the business (such as the simultaneous occurrence of the user can not print and switching problems affecting the billing system, the service desk must be based on the degree of impact and urgency of the two in accordance with the priority of the user's feedback on the order of priority to determine the priority of processing in order to maximize the impact and urgency of the user's feedback. (Determine the priority of processing to maximize the needs of the business).
1, the main responsibilities of the service desk
ITIL opened Service Desk and Incident Management Incident Management. Its intention is to increase the first line of support functions and give it a broader role - in the user's first notification of real-time to solve the problem, increase the proportion of incident resolution, so that the IT department can focus more on the achievement of hospital business objectives, to provide high-quality support, and thus improve user satisfaction. Service Desk is different from the other ten ITIL management processes we have talked about, it is a function, it does not have a strictly defined execution process, it is closely related to multiple service management processes, providing users with interfaces to manage issues, changes, service levels, releases, configurations, IT service continuity, and so on, which is an indispensable key to providing highly efficient IT operation services. It is an indispensable key to providing efficient IT operations services.
The tasks of Service Desk include acting as a single point of contact with users and customers, receiving and logging all user calls, handling user-related issues and complaints, resolving or escalating incidents to request second-line support, notifying users and customers of the status of incidents, and producing related management reports.
Specifically, the main responsibilities of the Service Desk are:
- Receive customer requests (this can be done by phone, e-mail, fax, etc.);
- Record and follow up on incidents and customer comments;
- Promptly notify customers of the current status of their requests and their latest progress;
- Initially assess customer requests according to the Service Level Agreement. Try to resolve them or assign them to the appropriate personnel for resolution;
- Oversee the implementation of rules and regulations in accordance with the requirements of the SLA and modify them as necessary;
- Manage the entire process of a customer request from initiation to termination and validation;
- Communicate with the customer in a timely manner in the event of a need to adjust the level of service in a short period of time;
- Coordinate with second-line support staff and third-party support groups;
- Provide management information and recommendations to improve service quality;
- Identify issues arising from the operation of IT services based on user feedback;
- Identify customer training and education needs;
- Terminate incidents and work with the customer to confirm resolution of the incident.
2, service desk building model
- centralized service desk
Centralized service desk is a physically centralized service center to handle all service requests. The advantages of this model are: lower overall operating costs; enhanced management control; and improved resource utilization.
This model is best suited for situations where the IT department is responsible for both providing and supporting the service, and the service desk is responsible for accepting, logging, monitoring, and escalating all service requests, as well as supporting business operations.
- Virtual service desk
Virtual service desk that can provide support regardless of time and location.
Web technology is an excellent technology for realizing virtual service desks. The services provided can include: service promotion, communication channels with users and customers, providing vendor correction program downloads, known problem notification, notification notes, system announcements, manuals, FAQs, weekly and monthly management reports, service guides, and knowledge base queries. Tools can provide examples of Web sites, FAQs, reports, notify users and customers of the status of e-mail these functions, and can even be personalized.
3. Key Metrics for Evaluating Service Desks
- How quickly calls are answered (e.g., 90% of calls answered within X seconds);
- Whether calls are routed to second-line support on time;
- Whether service is restored on time;
- Whether users are notified in a timely manner of changes being made to the program and changes that need to be made in the future;
- First-time fix rate.
- First-time fix rate.
- Whether service desk staff answered the phone in a courteous manner;
- Whether users were given advice on how to prevent incidents.