(I) Management System
In 1951, in accordance with the spirit of the first health work conference of the Tianjin Municipal Health Bureau, the hospital strengthened and improved its system construction, and established the collective leadership system of the hospital affairs committee. 1978, under the guidance of the line, policy and guidelines of the Third Plenary Session of the Eleventh Central Committee of the CPC, the hospital abolished the revolutionary committee system of party-government unity formed during the Cultural Revolution and implemented a new leadership system under the leadership of the party committee, with the responsibilities of deans and department heads clearly defined. "In 1978, under the guidance of the line, guideline and policy of the Third Plenary Session of the Eleventh Central Committee of the CPC, the hospital abolished the system of the Revolutionary Committee which was formed during the Cultural Revolution, and implemented the new leadership system under the leadership of the Party Committee of the hospital with the responsibility of the dean and the head of the department, clarified the duties of the department and set up a sound job responsibility system by level. Especially since the 1990s, under the guidance of Deng Xiaoping's "Speech", the hospital has carried out a comprehensive reform of the management system, and after a few years of in-depth development, the management mode has been gradually pushed forward to a higher standard, and gradually adapted to the needs of economic and social development. 1998, according to the decision of Municipal Party Committee of Education and Health Care Work Committee, the hospital implemented the system of division of responsibility among deans under the supervision of the Party Committee. 2002, the hospital took the lead in the city's health system in the first place in May. In May 2002, the hospital took the lead in the city's health system to start the ISO9001: 2000 quality management system certification, repeatedly hired domestic and foreign experts will be ISO9001: 2000 version of the hospital quality management system, "requirements", "implementation guide" to the hospital's middle management cadres to explain the compilation of the hospital's "management of the public **** book", "nursing public **** book", "nursing specialty book, Clinical Public **** Book" and other operational documents of all medical and technical departments and functional departments. In order to better implement the quality management work, while strengthening the director's quality inspection work, the hospital also in accordance with the "three-level PDCA cycle" (PDCA cycle that is "Deming ring", P-Plan D-Do C-Check A-Action) standard, adding the functional departments and departments of the hospital. ) standard, increased the functional office pre-check work, so that the hospital management towards scientific, standardized, institutionalized direction, so that this work in the Ministry of Health hospital level assessment work played a greater role.
(II) Talent training
The hospital has always attached importance to talent training. At the early stage of the establishment of the hospital, a number of Concordia Hospital, Peking University Hospital, Qilu Hospital and Europe and the United States to study in the return of medical experts, such as: Zhu Xianyi, Zhao Yicheng, Wu Yingkai, Yu Yifeng, Yu Sontin, Wang Zhongzhong, Zhang Tianhui, Zhang Chengdai, Guo Cang, Wang Shixun, Yang Ji, Bufeng Ju, Yuan Jiaqin, Liang Huatang, and so on, to bring together in our hospital.
The main mode of personnel training in the sixties: sending to schools for off-the-job study, sending to relevant fraternal units for further training, and training in actual work.
During the "Ninth Five-Year Plan" period, the hospital formulated the "Tianjin Medical University Million-Yuan Young Talent Cultivation Fund Implementation Program", and at the same time launched the cultivation project. During this period, the hospital continuously strengthened the management of talent work and the construction of talent team, and comprehensively improved the overall quality of the disciplinary team. The hospital's talent team shows three obvious characteristics: First, the discipline, academic leaders team rejuvenation. Second, the discipline team as a whole tends to be highly educated. Third, the young and middle-aged technical backbone has become the main force of the hospital medical, teaching and research work.
During the Tenth Five-Year Plan period, according to the overall development of the construction of the medical university and the construction goal of the "211" project, closely focusing on the construction of key disciplines, with the cultivation of young and middle-aged discipline leaders and innovation echelon of key disciplines as the core, and comprehensively improving the quality of professional and technical team as the focus. Focusing on the quality of professional and technical teams, we have established and perfected an effective mechanism for the introduction, cultivation, selection and utilization of talents, and trained a number of discipline leaders and academic leaders with professional and technical expertise and a certain degree of visibility at home and abroad. To establish a professional and technical team with reasonable structure of age, knowledge and title, strong comprehensive strength in medicine, teaching and research, outstanding advantages in key disciplines, and innovative spirit and ability, the hospital issued the Implementing Measures for the Selection of Talents for the New Century in General Hospital of Tianjin Medical University at the end of 2002 and the Implementing Measures for the Selection of Young Professional and Technical Backbones in General Hospital of Tianjin Medical University.
During the period of "Ninth Five-Year Plan" and "Tenth Five-Year Plan", the hospital has successively recommended excellent professional and technical personnel to take part in the 131 Talent Project of the city, the excellent young and middle-aged professional and technical personnel of the Health Bureau, and the selection of the trans-century talents and young technical backbones of Tianjin Medical University, as well as the selection of talents in the new century. Talents of the New Century. In 2003, 2005 and 2006, three batches of hospital-level New Century Talents and Young Technical Backbones were selected. At present, the hospital has Tianjin "131" talents, 19 trans-century talents of Medical University, 32 young technical backbones of Medical University, 5 New Century talents of Medical University, 31 New Century talents and 25 young technical backbones of Medical University, 54 people enjoying the government's special allowances, 2 people have been awarded the title of experts of the Ministry of Personnel of the State for their outstanding contributions, and the title of honorary title of Tianjin City. 54 people enjoy government special allowance, 2 people get the title of experts with outstanding contribution from the Ministry of Personnel of China, 5 people are honored as experts in Tianjin, and 7 people are honored as experts in Tianjin.
In 2003 and 2005, the hospital was honored as the advanced group of Tianjin Medical University.
(3) Talent Echelon
The hospital has 2439 employees on staff, 2176 professional and technical personnel, of which 409 are senior title holders, 845 are intermediate title holders, and 922 are junior title holders. There are 84 doctoral degree holders and 239 master's degree holders. There are 42 doctoral supervisors and 169 master's supervisors. Among the medical, teaching and research personnel (691): the proportion of senior titles is 40.65%; the proportion of personnel with master's degree or above (323) is 46.75%, among which the proportion of personnel under 45 years old (498) with master's degree or above (235) is 47.2%, and the proportion of doctor's degree (66) is 13.26%; the proportion of personnel under 45 years old (37) with full senior titles ( 151) is 24.5%; under 40 years old (85) associate senior title personnel (199) is 42.7%; the average age of medical teaching and research team is 40.6 years old.
The medical, teaching and research team of the key construction disciplines of the "211 Project" (142 people) has a proportion of 63.4% with master's degree or above (90 people); among them, the proportion of people under 45 years old (103 people) with master's degree or above (71 people) is 69%, and the proportion of doctoral degree (30 people) The proportion of personnel under 45 years old (103) with master's degree or above (71) and doctoral degree (30) is 69%, 29%. Among those under 40 years old (80), the proportion of those with master's degree or above (59) is 73.8%, and the proportion of doctoral degree (26) is 32.5%. Most of the "211 Project" key construction disciplines are led by young and middle-aged experts.
There are 691 medical staff, 938 nursing staff, 383 technicians, 164 other professional and technical staff, 263 administrative and logistic staff, ratio of beds to medical staff: 1:0.48, and ratio of beds to nursing staff: 1:0.65.
(4) Equipment Management
Using the loans from foreign governments and self-funding, we have introduced first-class equipments to serve our hospital's science, teaching, research and clinical, and benefit the people. From the introduction of China's first large-scale expensive precision medical equipment CT machine, to the 90's the use of French government loans to introduce the digital gastrointestinal machine, a variety of X-ray machines. MRI equipment was introduced with a bank loan. The ECT equipment introduced with the loan from Israel. As well as CT, LA, X-knife, CR, drug concentration detector, flow cytometer, laser *** focusing microscope, surgical navigation system. The hospital focuses on conducting cost-benefit analysis of large and valuable instruments and equipment, rational use of large-scale examination equipment, and high positive diagnosis rate. At the same time, the hospital has developed a system of equipment depreciation and income repayment, which has improved the efficiency of equipment investment. The use of advanced equipment has enabled the hospital to cultivate a large number of talents, publish thousands of papers and solve many difficult clinical problems. In the 21st century, PET-CT equipment was introduced with the loan from the Israeli government, which is mainly used for the diagnosis of early tumors and metastatic tumors. Advanced equipments and leading technologies have laid a solid foundation for our hospital's overall level of medical treatment, teaching and research to be in line with the international advanced level. Up to now the hospital has nearly 2,301 sets of advanced medical equipments above ten thousand yuan and the registered capital of the equipments exceeds 400 million yuan.
(E) logistics management
After the reform and opening up, the functions of logistics management were further clarified, both to ensure the normal operation of the hospital's water, electricity, gas, refrigeration, heating, communications, supply of materials, washing and daily maintenance, and to wholeheartedly serve the medical, teaching and research services, and for the staff. 2003 the hospital began to do ISO9001-2000 quality management system certification, through several internal audits of the logistics management system. In 2003, the hospital started to do ISO9001-2000 quality management system certification, through several internal audits, the Logistics Department has established and improved various management systems, job responsibilities and assessment standards, and established more than 80 procedural and operational documents, gradually forming a more complete set of management systems. Clearly logistics service quality objectives are proactive, timely service for all clinical departments of the hospital, basically three (under the receipt, delivery, repair), to ensure that three pass (water, electricity, gas), no two leaks (water leakage, leakage), to achieve two satisfaction (staff, patient satisfaction).
The rapid development of the hospital and the introduction of modern equipment and advanced technology in hospitals, so that the scope of logistics and knowledge involved in the increasingly wide range of logistical work for the logistical work of many kinds of technical, large, wide range of spread of the characteristics and the age of the staff and the overall cultural level of the situation is low. Logistics leadership team from the management focus on staff education, improve the overall quality of the logistics team, targeted around the hospital's central work to carry out special education, pay close attention to the job responsibility system and job skills training, set up a "patient-centered" thinking, to carry out the commitment to service, to work hard for me a person, to facilitate the first line of the spirit of dedication and love of the job, proactive clinical services for the front line. Proactively for the clinical front-line services, under the collection and delivery, repair door-to-door has been insisted for many years. Combined with the quality management system certification and hospital level review of logistics requirements to establish and improve the management system, to do everything "chapter to follow", "evidence to check", "someone responsible for ", "someone to supervise" the work mechanism, so that workers in the system under the constraints of the formation of a unified model to promote the improvement of work efficiency and quality of service, logistical services for the normal operation of the hospital as a whole has laid a solid foundation.