122 - A Study to Process Streamlined of the Medical Material Management in Operating Room
Description: There are 11 surgical departments in the operating room of Taipei City Hospital Renai Branch, including general surgery, digestive surgery, urology, gynecology, neurosurgery, plastic surgery, cardiovascular surgery, thoracic surgery, orthopedics, ophthalmology, and otolaryngology. The special medical materials are provided categories at least 220 by 28 manufacturers, and the stock of minimum package item is more than 1000 and 0.5 million US dollars of the costs. Therefore, it is very important to calculate them used for daily surgery. The administration of the materials depended on unwieldy and fragmented management model in the past 10 years. It is impossible to find the pricing error in time, and it is necessary to modify the pricing operation with the medical modification order, and notify out patients to return to the hospital for pay costs of all lost. The error was due to the lack of procedures for identification, and it was lower effective of the management.We proposed and specifically revised the task process plan, re-integrated all the items, and unified the management according to the 11 departments in order to save the time of work and improve the correct rate. After verifying the correct pricing of each bill of surgical treatment based on the final shift of daily duty. That can know the pricing errors in time and reduce the frequency of medical order modification. We transferred information via E-mail for approaching to the manufacturer of the special medical materials, not using telephone to order each used anymore. The method saved time and telephone bills, and reducing the error rate during dictation. The project of simplify process was fully implemented after three months of trial operation. It has become internationalization and paperless, and has been significantly reduced the rate of pricing error.It was a challenge due to the project that completely changed the mode of operation, and had a rejection to colleagues at first. Each of the colleagues had been individually explained during the three-month trial period, as well as the correct concept of pricing and the logic of streamlining the process. The effectiveness of this project is significant enough to confirm the acceptance and cooperation of colleagues, and has also improved the work efficiency and job satisfaction of colleagues.