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为贯彻总后勤部《在全军医院疗养院开展优质服务活动》的指示精神,坚持为部队服务的方向,不断改善服务态度,努力提高工作效率和医疗质量。我院根据军队医院的特点和工作规律,把优质服务与经济管理结合起来,不仅强化了医院的宏观管理,而且加强了工作质量的微观控制,促进了医院的全面建设和发展,现将我们的做法和体会介绍如下。 1.制订优质服务与经济管理方案我们以《军队基层建设纲要》、《军队医院分级管理标准》、《军队医院医疗护理工作指标》和全军优质服务检查评比标准为依据,结合我院实际情况,将医疗、医技、护理、政工和后勤管理目标融为一体。制订了309医院优质服务经济管理方案。该方案由医疗、护理、政工、后勤四个部分组成。全院各临床科室统一执行1000分制,其中医疗工作为500分,护
In order to carry out the directives of the General Logistics Department on “carrying out quality service activities in sanatoriums of the entire hospital”, insist on serving the military and continuously improve its service attitude and strive to improve work efficiency and medical quality. According to the characteristics and working rules of the military hospital, our hospital combines quality service with economic management. This not only strengthens the hospital’s macro-management, but also strengthens the micro-control of the quality of work and promotes the comprehensive construction and development of the hospital. Now, The practices and experiences introduced below. 1. Establishing a Quality Service and Economic Management Plan Based on the Outline of Military Grassroots Construction, Military Hospital Classification Management Standards, Medical Hospital Nursing Care Work Targets and the army’s inspection and evaluation standards for quality service, and in light of the actual conditions in our hospital , Which combines the medical, medical, nursing, political and logistics management goals. Developed 309 hospital quality service economic management program. The program consists of medical, nursing, political workers, logistics four parts. The clinical departments of the hospital unified implementation of 1000 points system, of which 500 for medical work, care