The document provides an overview of operational management in healthcare administration. It discusses key topics like the definition and importance of operational management, parts of operational management including gap analysis and problem improvement. It also covers trends in operational management, best practices for hospitals, challenges in healthcare operational management, and examples of operational management at BPKIHS including clinical services provided like OPD, inpatient, emergency services and support services like laboratory, radiology etc.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
SIM Unit 4
Store management :
Materials handling,
Flow of goods/FIFO,
Computerization of inventory transactions
Security of stores,
Stocking and technical impacts-
shelf life,
wastage,
pilferage
In this, we will read about the Supply Chain Management in Healthcare
The following contents will be described briefly:-
1. What is a supply chain?
2. The process of Views of Supply Chain
3. Objectives of Supply Chain Management
4. Supply Chain Decisions
5. Benefits of Supply Chain
6. Integrated Health Supply Chains
7. New Trends In Healthcare Supply Chain
8. Potential Risks to an Organization and Supply Chain
9. Strategies to Improve Healthcare Supply Chain Management
Total Quality Management in HealthcareGunjan Patel
Now days, Healthcare systems are of fundamental interests to all level of Hospitals in our societies. Eventually, increasing importance and reliance are placed on total quality management in healthcare systems. Due to this rising importance that is also reflected in the increasing percentage of national and international resources for both private and public sector to allocated in hospital management systems. Hospitals and other healthcare organization across the globe have been progressively implementing TQM to reduce costs, improve efficiency and provide high quality patient care.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
SIM Unit 4
Store management :
Materials handling,
Flow of goods/FIFO,
Computerization of inventory transactions
Security of stores,
Stocking and technical impacts-
shelf life,
wastage,
pilferage
In this, we will read about the Supply Chain Management in Healthcare
The following contents will be described briefly:-
1. What is a supply chain?
2. The process of Views of Supply Chain
3. Objectives of Supply Chain Management
4. Supply Chain Decisions
5. Benefits of Supply Chain
6. Integrated Health Supply Chains
7. New Trends In Healthcare Supply Chain
8. Potential Risks to an Organization and Supply Chain
9. Strategies to Improve Healthcare Supply Chain Management
Total Quality Management in HealthcareGunjan Patel
Now days, Healthcare systems are of fundamental interests to all level of Hospitals in our societies. Eventually, increasing importance and reliance are placed on total quality management in healthcare systems. Due to this rising importance that is also reflected in the increasing percentage of national and international resources for both private and public sector to allocated in hospital management systems. Hospitals and other healthcare organization across the globe have been progressively implementing TQM to reduce costs, improve efficiency and provide high quality patient care.
Hospital Committees are regular standing committees prescribed by regulatory agencies and deemed necessary by hospital administration in formulating policies, coordinating and monitoring hospital-wide activities that are considered critical in the delivery of quality health care services.
These are in contrast to ad hoc committees, department and unit committees.
Goods Order Inventory System Pro is an advanced and highly sophisticated software, which is being utilized as a hospital inventory management system by many leading hospitals and clinics, running at various corners of the world. This inventory software packs many brilliant features, which makes it the best online inventory software.
Hospital Committees are regular standing committees prescribed by regulatory agencies and deemed necessary by hospital administration in formulating policies, coordinating and monitoring hospital-wide activities that are considered critical in the delivery of quality health care services.
These are in contrast to ad hoc committees, department and unit committees.
Goods Order Inventory System Pro is an advanced and highly sophisticated software, which is being utilized as a hospital inventory management system by many leading hospitals and clinics, running at various corners of the world. This inventory software packs many brilliant features, which makes it the best online inventory software.
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Delivering high value healthcare through lean hospitalsglobalsevensteps
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Assignment ObjectivesSummarize the purpose of a performance impro.pdfrohit219406
Assignment Objectives:
Summarize the purpose of a performance improvement plan.
Summarize and organize the steps needed in the creation of a performance improvement plan.
Purpose: It is important to understand the performance improvement plan and how it works. You
will all work in a setting, whether it be a hospital or a physician’s office managed by a hospital,
where you will get audited and have certain standards to meet. It is important to be prepared and
understand this information now.
Assignment Description: When dealing with a performance improvement plan, there are many
things to consider. I would like for you to write a report detailing how a performance
improvement plan is written. Start with what the criteria is and how it is determined. Move on to
the action plans and then end with the formal report.
Parameters: This paper needs to be at least 1,000 words in length. You need to have at least 3
sources. This paper needs to be in APA format.
The paper will be graded by the following rubric:
Essay contains correct subject matter and covers the objectives, 50
Proper format – introduction, body, and conclusion, 15
Length – 1,000 words at least, 5
APA Style and format, 5
Used proper number of resources, 15
Grammar, spelling, and punctuation, 10
Solution
Performance Improvement Plan :
Following structure will be followed for developing performance Improvement Plan .
Mission Statement:
To offer the best in patient care and to endorse community health.
Vision:
To be a leading hospital provider in the located area.
Service superiority:
Expecting and exceeding expectations of all we dish up: our patients and their folks, providers,
staff, students, volunteers and other partners.
Dynamic work surroundings
Fostering an setting where all are valued and respected, and fervor and opportunities for expert
growth are encouraged.
Building on centers of medical and organizational superiority Doing the right thing by centering
on evidence based patient- and family -centered mind, a commitment to security, the importance
of knowledge and our mission, vision and values.
Innovation and teamwork Building/fostering corporation to enhance care, meet society need and
foresee the demands of a active healthcare environment.
Financial and resource stewardship :
Keeping clinic strong through the accountable use of financial and human resource.
PURPOSE
The principle of the Hospital performance Improvement Plan is to provide a structure for a
collaboratively planned, systematic and company -wide approach to improving organizational
routine. It is designed to provide an included and comprehensive program that will scrutinize,
assess and improve the superiority of patient care delivered at this flair.
Promise to performance :
The core of the hospital performance Improvement Program is that it tackle quality in all areas
and at all levels all through the organization.
For Hospital to succeed in the swiftly changing and increasingly spirited healthcare atmosphere
in t.
Total Quality Management in Pharmaceuticals. It is an integrated organizational effort designed to improve quality at every level. It uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization.
Definition, Goals, Principles, Elements, Advantages, Applications.
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1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
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While these hospitals are evolving as world-class care providers, not many of them are able to evolve as profitable and sustainable businesses. This can be prevented so that the investors and the managers of the hospital are able to build a sustainable industry while continuing to offer affordable care as well as run a sustainable business. This is not a hypothetical situation– it is indeed possible to be successful on both the counts if appropriate monitoring and management of the hospital’s KPI’s and KRA’s are conducted rigorously.
Strategic plan presentationnameInstitutionDatei.docxsusanschei
Strategic plan presentation
name
Institution
Date
introduction
When we are talking about the long-term care to the patients in health facilities, it is important to consider strategic planning.
The goal for Joy Care Nursing Home is to upgrade the facility from a three family multispecialty facility to a six family facility.
A strategic plan and a SWOT analysis was done on the facility to find out if this type of change was possible.
It is important that all aspects are viewed with proper research to see if this can be done.
Overview of the market
Approximately 80,000 people in the regional market
53% of the residents have some type of college education and 90% of residents at least have a high school diploma
$59,948 is the median income for the county residents
The highest portions of the payer mix are commercial, Medicare and Medicaid
Research has been done and shows that upgraded facilities and convenience draws patients in
Mission statement
Their mission is improve health by providing high-quality of care, a comprehensive range of services and exceptional services.
From the statement, it is clear that the hospital is trying to provide high-quality, efficient and accessible healthcare to transform people’s lives
Vision statement
Joy Care Nursing Home and its affiliates will be the health provider of choice for physicians and patients.
Their five year vision is to create a large multispecialty physicians practice system that would include at least six family practice physicians and specialist in cardiology, oncology, and women’s services.
The hospital currently employs three family practice physicians, one obstetrician and one oncologist and non-invasive cardiologist.
SWOT analysis
STRENGTHS
Strong management
Accredited by the joint commission
WEAKNESSES
Understaffed
Facility is not updated
OPPORTUNITIES
Upgraded and new technology
new factory in town brings in potential patients
THREATS
Competition has a upgraded and new facility
Market goals
Increase market share by recruiting three family practice physicians
Improve quality scores in all 6 criteria to a baseline of the 85th percentile
Upgrade facility to meet patient demand
Hire more staff to keep up the demanding flow of new potential patients
Rationale for goals created
Action item that will meet an objective such as renovating, physician lounge increasing marketing for specific products and implementing EMR
Implement a urgent care center
Purchase round tables for EMR rounding
Rationale for goals created cont’
Create an effective organisation
Increase recruitment and retention of qualified health care workers.
Ensure equitable and diverse workforce
Develop a competent and accountable health workforce that matches demand.
Increase employee satisfaction
Itemized resources
Switching over to EMR and HER systems
Invest in equipment to make sure the Bariatric Patients can be treated
Addition of e-visits by large hospital system in adjoi.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Top Goals for Physicians to Implement In Their Facility.pptxalicecarlos1
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2. Overview
• Operational Management- Definition, Role, Importance
• Parts of OM
• Health Care Operational Management
• Trends in OM
• Operational management in Nepal
• Challenges and solutions in HCOM
• Best practices for Hospital to succeed
• HOCM in BPKIHS
3. Introduction
Operations Management :
• Business function dealing with the management of all the processes
directly involved with the provision of goods and services to
customers.
• It is the design, operation, and improvement of the processes and
systems that create and deliver the organization’s Health care services.
• The goal of operations management is to provide more effectively
and efficiently the Health care services.
4. Introduction
• A Hospital is a highly challenging work place. There are numerous
bottlenecks that deteriorates the productivity & efficiency of the
Healthcare services delivered.
• Brand reputation of a Hospital depends on how quick they resolve
the issues raised without compensating the quality and patient
satisfaction. Spontaneity to untangle any situation is possible only
with a strong “Hospital Operations team”.
• Operations management team is responsible for managing all
operational process of the Hospital which includes all clinical &
non-clinical departments to have a smooth working environment.
6. Parts of Operations Management
• Gap Analysis
• a useful tool for all active organizations to examine the running system
judiciously, for finding out the probable areas where more attention is
required so that the organization becomes more dynamic.
• Problem Improvement
• The process entails the assessment of the present condition and tally the same
with the projected stage making the Hospital system more effective.
• Implementation
• The process of implementing the new strategy into the Hospital system to
vanish the gaps (includes knowledge sharing, training & setting quality
indicators) and checking its efficiency
7. Role of Operational management
The private sector entrepreneurs operating healthcare facilities are focused
on effectively achieving following key goals to manage the healthcare
infrastructure efficiently. Achievement of these goals is more critical for the
public healthcare sector facilities operator given the higher % of public
sector spending globally.
Improve Operational Effectiveness
Improve the quality of services in a time bound manner
Reduce medication Errors
Improve clinical effectiveness
8. Role of Operational management
Use Business Intelligence and Data Analytics
Improve financial and administrative performance
Reduce readmissions
Enhance member/ patient satisfaction
9. Trends Affecting Operations Strategy Decisions
Two major trend that have significantly impacted the role of operations
strategy within an organization
• Globalisation :Competition in most industries has intensified significantly in
recent years, and this trend towards hyper-competition is expected to
continue. At the same time, globalisation provides new opportunities for
companies in the form of new, previously untapped markets, for their
products as well as new sources for raw materials and components at
significantly lower costs . This movement towards a single world economy
has occurred for several reasons, including continued advances in
information technology that facilitate the rapid transfer of data across
vast distances.
10. Trends Affecting Operations Strategy Decisions
• Technology :Three factors that are significantly affecting the way in
which business is being conducted: Connectivity, Speed and
Intangibility. They suggest that the combination of all three is causing
changes to occur in business at such a rate that managers can only
view business today as a blur. All three factors are directly related to
advances in technology. Connectivity refers to the fact that virtually
everyone is now connected electronically, be it through e-mail, the
Internet, the telephone, or the fax.
11.
12. Technology in operations management
• Hospitals are busy places. Both staff and equipment are constantly on
the move. That high rate of movement makes it challenging to keep
accurate manual records of equipment use, sterilization, and
maintenance schedules. And even a single missed cleaning cycle can
have serious consequences from an infection-control perspective.
• RTLS data combined with status information from the systems used to
manage the asset addresses this issue.
13. Technology in operations management
• This application involves not just keeping track of patients and
caregivers, but also rooms and equipment. By tagging equipment and
rooms with IoT-enabled sensors, hospitals can receive real-time
information on the availability and status of both portable assets and
patient spaces. This is a critical component of building a smooth
patient flow to reduce wait times, by increasing utilization rates and
ensuring that rooms are turned over quickly.
14. Technology in operations management
• The applications for asset management solutions in the healthcare
field now extend far beyond their traditional role of locating. These
tools are now viewed by many hospitals as an integral part of a
facility’s operations and patient care. By capturing and analyzing data
across the full spectrum of the facility’s staff, patients, equipment,
and physical space, real-time asset management technologies enable
hospitals to understand their daily operations in an entirely new way.
With highly granular information at hand, hospitals can implement
new practices to ensure greater efficiency, higher quality of care, and
a superior experience for each patient.
15. Best Practices for Hospital for Patient Care
Step one: Measurement
The improvement process begins with a baseline of performance. The best
managers know how to assimilate this baseline satisfaction measurement with
other measurement systems. For instance, a best-practice emergency department
director does not simply know that her patients are dissatisfed with waiting times.
She also knows the current average wait times for various steps in the process at
different times of day. Good lab managers know the average time it takes from the
submission of an order to receipt of results by the ordering physician.
16.
17. Best Practices for Hospital for Patient Care
• Step two: Share Data
It is not enough for the manager alone to be familiar with patient
satisfaction results. All employees must know their current level of
performance. Managers must post patient satisfaction results for the
entire staff to see and hold ongoing discussions on performance and
expectations for improving scores.
18. Best Practices for Hospital for Patient Care
• Step three: Prioritisation/Focus
Hospital employees are busy. Nurses, for example, deal with
increased patient volumes and staffing shortages at the same time.
Developing 10 or 20 separate action plans for different areas of
improvement is not feasible, so those areas must be prioritised and
those that have the most impact must receive the lion’s share of
focus.
19. Best Practices for Hospital for Patient Care
• Step four: Action Plan
• The actions taken to improve patient satisfaction must be specifc,
measurable, actionable, and timely. Simply saying “we will do a better
job” is not enough. Staff members,as well as managers, should
prioritise and develop action plans. Some behaviour that needs to be
implemented may seem simple, such as asking patients if they need
anything else before leaving the room. However, if such scripts,
protocols, and procedures are imposed from above, rather than
developed by staff members at the workgroup level, employees may
be less likely to follow them.
20. Best Practices for Hospital for Patient Care
• Step five: Implement
Planning has no impact if it does not result in action. Implementation
is a task for the entire workgroup. If not everyone buys in and
participates, the action plans are doomed to failure.
Step six: Stay the Course
• Success is long-term, sustainable improvement.Hence, no action
plan is ever seen through to completion. Workgroups should pick
their top priorities, maintain focus until they achieve success, and
only then identify the next area for improvement.
21. Best Practices for Hospital for Patient Care
• Step six: Stay the Course
• Success is long-term, sustainable improvement. A common factor in
failures observed is tendency of workgroups to change priorities each
time they receive new patient satisfaction results. Hence, no action
plan is ever seen through to completion. Workgroups should pick
their top priorities, maintain focus until they achieve success, and
only then identify the next area for improvement.
22. Best Practices for Hospital for Patient Care
• Step seven: Measure and Adjust
How do workgroups know that they’ve succeeded? They must have
specifc , measurable objectives and ongoing measurement to
determine if they are achieving these objectives over time.
Continuous patient satisfaction measurement provides trended data
showing change over time, which allows workgroups to modify their
strategies as needed.
23. Operational management in Nepal
• Government of Nepal along with Ministry of Health and Population
Curative services Division collaborated with Nick Simons Institute and
developed Hospital Management Strengthening Program on 8th
Feb,2015.
• There are a number of specific standards, guidelines and tools
developed to address the need to improve and strengthen the
government hospitals .
• This checklist for Minimum Service Standards for District Hospital has
been developed to bring together all the previous standards,
guidelines, tools and other documents that are related to the quality
of hospital services
25. Hospital Management Strengthening Program
• Service standards are based on major 8 areas. They
1. Governance
2. Organizational Management
3. Human Resource Management
4. Financial Management
5. Information Management
6. Quality Management
7. Clinical Management
8. Hospital Support Services Management
27. Hospital Support Services
• CSSD
• Laundry
• Housekeeping
• Repair & Maintenance
• Hospital Waste Management
• Power System
• Safety and Security
• Transportation and Communication
• Hospital Medical Store
• Hospital Canteen
• Information, Education and Communication (IEC)
28. How to Use This Checklist
• The checklist is developed to measure the existing situation of the
hospital against the standards, it will help to understand the gaps and
make a plan to fulfill those gaps in order for hospital to achieve the
desired standard.
• Each section is to be read carefully. There are list of standards and
the supporting indicators for each standard. If hospital meets the
indicators, ‘1’is marked in the column of ‘Score ’. This process is to be
completed for all the indicators.
• For Scoring add the total score and convert it into total percentage.
29. Information management
• Computerized patient registration is done using a standard software
• Referral records are kept using the standard form and register.
• There is a separate room and adequate space to store the medical records.
• All patients' records are kept in individual folders in racks/kept digitally
maintaining privacy.
• There is a set of functional computer and printer to store the medical
records and chairs
• There is at least a set of one table and one chair per staff in the room.
• Hospital services utilization reports are developed and reported using the
standard HMIS form (HMIS 9.4).
30. Information management
• Hospital services utilization statistics are analyzed at least every trimester
(once in 4 months)
• Social marketing activities are being conducted (billboards, ads in FM, TV,
pamphlets, banners, mobilization of FCHVs, via websites etc.) to promote
hospital
• A separate help desk/reception is available
• separate staff to run the help desk is available.
• An information officer is specified to communicate with patients, their
relatives, media and other stakeholders.
• There are appropriate signs to show the directions of service delivery
rooms.
31. Challenges
• Some of the operational challenges that need to be addressed on a
priority basis.
• Improve and optimize planning and scheduling.
• Maximization of bed management and usage of hospital facilities.
• Understanding of Inpatient diagnosis and procedures with their
cost.
• Streamlining and optimizing utilization of operation theatre.
• Streamlining and optimizing utilization of various assets including
high-tech equipment.
32. Challenges
• Wait time for patients at various departments and processes.
• Medication error.
• Average length of Stay vis-à-vis cost for the patient.
• Improved and efficient processes.
• Waste, fraud and abuse of resources.
34. Possible Solutions
• The administrative team of the Hospital plays a vital role in
streamlining administrative as well as non-clinical operational
process flows.
• The ultimate destiny of every Hospital is to “render quality service at
low-cost”.
• The Hospital first seeks to find the severity of the issue. Then, they
frame methods to approach problems and to figure out the
obstacles.
35. Possible Solutions
• But the major importance & focus is given in solving the clinical
issues by medical departments. Where, a Hospital seeks expertise
to find a persistent solution making a complete change in the
operations for the other non-clinical barriers.
• The expert opinion assist in achieving operational efficiency that
contributes to the success which leads the organization towards a
healthy growth
37. Clinical Services
• OPD
• In patient
• Emergency
• OT and minor procedure
• Laboratory
• Radiology
• Public health and social services
38. OPD Services
• Out Patient Department (OPD) Services at BPKIHS runs daily from Sundays
to Thursdays (Full time) and on Fridays (half day). The OPD runs for half a
day on selected Public Holidays too.
• Patients get services through General OPD and Special OPD at BPKIHS.
• OPD Services are provided for general check-up and comprehensive care;
Pediatric and adult chest, heart, gastro-hepatic, neurological and
endocrinology; general and specialized surgery; female health problems
and obstetrics care; skin and sexually transmitted diseases; mental health
issues and de-addiction; pre-anaesthesia check-up Orthopaedic check-up
and surgery; head, neck, ear and nose clinic; eye clinic and whole range of
oral and maxillofacial services.
39. In patient services
• Inpatient hospital services has the huge infrastructure, ample bed facility
and quality and experienced doctors and staffs.
• With over 40,000 admissions per year and a bed occupancy rate of nearly
70%, the ward gets busy all the time, nevertheless quality ensued.
Residents stay at the wards all the time for the patient care and Ward
rounds are held twice a day from faculties.
• Separate Ward blocks for Internal Medicine, Surgery, Paediatrics, Obstetrics
and Gynaecology, Psychiatry and Maternal and Child Health Care (MCH) are
present in BPKIHS along with a multicomplex for Orthopaedics, ENT,
Dermatology, Ophthalmology and Oral Surgery. There is Intensive Care
Units (ICU) for paediatrics (PICU), Neonates (NICU), Maternal (MICU),
Deluxe (DICU) and general. Separate Coronary Care Unit (CCU) and Medical
ICU also runs as Inpatient Service. Tropical Ward (part of Medical ward)
provides care and treatment for tropical disease.
40.
41. Emergency Services
• The Emergency Department at BPKIHS provides care to patients with
urgent medical condition.
Care is provided 24 hours a day, serving more than 40,000 patients a
year.
The Emergency at BPKIHS is currently the largest in Nepal and
provides state-of-the art urgent care to the citizens of the eastern
region of Nepal and the surrounding areas of India. The manpower of
over 100 personnel from HOD to Helpers makes rational for its daily
42. OT and minor procedure Services
• OT services (major, intermediate, minor and Day-care OT services)are provided by
the department of General Surgery under Gastrointestinal surgery, Open Urology,
Pediatric surgery, Neurosurgery, Endourology surgery and Laparoscopy Surgery.
• Major Operations are performed in ten sessions in major OT and 4 sessions per
week in day care OT. Laparoscopic surgeries are routine in this institute and lap
assisted surgeries are becoming more common now. Endourology services are
now in full swing with procedures like: cystoscopy, optical internal urethrotomy,
TURBT, TURP, Ureteroscopy and Intra-corporal shock wave lithotripsy (ICSWL).
• Minor OT procedures under department of Dermatology are skin biopsies,
electrocautery, molluscum needling, pairing, intralesional steroid, chemical
peeling/cautery etc
• Cardiology, hepato gastric surgeries are also performed.
43. Laboratory Services
• Fully automated clinical chemistry analyser (Roche Hitachi Cobass C3-11) has been installed in
CLS for routine chemistry test, therapeutic drug monitoring and immunoassay. Biochemical tests
like TFT, TSH, fT3, fT4, PSA etc.
• In the laboratory, through the department of Microbiology, various bacteriological, parasitological,
mycological, mycobacterial and serological tests are also done along with the CD4
• Histopathology, Cytopathology (FNAC/USG Guided FNAC/CT guided FNAC/PAP
Smears/Fluids/Sutum/BAL), Hematology (CBC, Urine for RE and Ketone Bodies, Bence Jones
Protein, Pregnancy ELISA, Semen Analysis, Body fluid analysis, AEC, ESR,
44. Radiology Services
• Radio-diagnostic services at BPKIHS run through advanced digital
radiological equipments. Services provided are digital X-rays,
Mammogram, IVU, MCU/RGU, Venogram, Barium Studies, T-tube
cholangiogram, Sinogram, Fistulogram, HSG, USG, CT Scan, MRI,
Sialogram and Doppler services.
45. Public Health and Social Services
• The public health section has been entrusted with the responsibility
of coordinating the field activities of various departments. In addition,
coordination with governmental as well as non-governmental
organisations is also the responsibility of the unit. A calendar of
operations is prepared and the field activities are launched according
to the schedule. Multi departmental outreach clinics are also
conducted at the community level.
• The four main avenues of work of this unit are: - Strengthening the
district health system - Teaching district program facilitation - Field
Based academic activities - Other community based and social service
activities
46. Non-clinical Services
• IT Department
• General administration section
• Medical Record section
• Store section
47.
48. IT Department
• BPKIHS has taken fast pace to upgrade information technology in the
institute.
• High speed internet services are provided to promote research,
teaching-learning activities and day to day functions.
• Hospital management information system software are implemented
in various departments.
• MiDas app is used patient registration
• QHMS for administration
49. General Administration Section
• It deals with basic logistics services and support to all the faculties
and staffs at BPKIHS. The major activities carried out are
• Hospitality management
• Transportation
• Forest and sanitation
• Security
50. Medical Record Section
The major activities of this section are as follows:
• Daily OPD census collection.
• Management and distribution for DOTS and MDR TB patients.
• Compilation and assembling of records and data.
• Maintain death register for research and mortality review.
• Perform medico legal work related to court and administration; such
as health certificate, illness certificate, insurance certificate , birth &
death certificate.
51. Store Section
• It plays a vital role in providing day to day requirement for running of
hospital & lab services, departments & units round the clock.
• All the activities of store are fully automated and controlled through
store management Software(Qstore).
• It has three major units viz: General store ,Medical store& Dental
store
• Demand order(DO) are generated as per orders and sent to
concerned authorities.
• Goods purchased are only received through Goods Received
Note(GRN) and after Quality Control approval.
52.
53. Conclusion
• The healthcare Operations team must be able to provide direction and
guidance to organizations about roles, responsibilities, and functions The
leader must devise and revise strategies everyone can understand and
follow.
•“Decisions made by healthcare managers not only focus on ensuring that
the patient receives the most appropriate, timely, and effective services
possible, but also address achievement of desired performance targets.”
• Ultimately, decisions made by an individual manager affect the
organization’s overall performance so, work with a team
Editor's Notes
operations management consists of prime 3 parts
Real time locating system
Hospitals can’t know where they want to go until they know where they are. They must have an ongoing, valid, and reliable system of measurement for determining how well they are satisfying their patients.
In clinical management, there are eleven sub-sections
In the Hospital Support Services, there are eleven sub-sections;