From September 22 to 28, at the invitation of the Affiliated Hospital of Taipei Medical University, a group of 14 people from Qufu People's Hospital went to Taiwan to carry out a six-day medical management inspection and study activity.

From September 22 to 28, at the invitation of Taipei Medical University attached hospital, a group of 14 people from Qufu People's Hospital went to Taiwan to carry out a 6-day medical management inspection and study activity.

visiting group received training and on-the-job internships in Taiwan's Medical System and Hospital Management, "Information System Management and Application", "Outdoor and Emergency and Inpatient Services", "Introduction to Medical Characteristic Units", "Institutional and Management of Clinical Pathways", "Medicine Quality and Medical Safety", "Departmental System and Assessment and Application of Attorney Physicians", "Development and Management of Critical Care Medicine", "In-hospital Infection Control Management", "Risk Management and Medical Dispute Handling", "Hospital Marketing and Public Relations", "Hospital Performance and Management", and visited the two hospitals, Wan Fang and Chang Geng, and had in-depth exchanges on how to conduct management and performance appraisal in Chang Geng Hospital.

Through training, learning and visits, I learned a preliminary understanding of Taiwan’s medical and health system, medical information operation, medical quality control, Taiwan’s health insurance system, hospital infection control, human resources operation management, performance appraisal and management, hospital marketing and public relations, inpatient care, etc., and learned about Taiwan’s hospital management model and current development status. I left a deep impression on Taiwan’s service concept of “quality is the dignity of the hospital”, “do the best if you want to do it”, “put the sick family as respect, colleagues as the priority, and hospital as the pride”, the spotless medical environment, strict quality management, information-based smart system and etiquette like spring breeze.

​

1. Take the sick family as the most respectful, and the humanized service concept runs through the whole process.

In Taiwan, hospitals have comprehensively carried out patient-centered services and have been sublimated into the service concept of "taking the patient as the family as the most respected". This service concept permeates the services of every hospital, every department and every staff member.

What comes to the hospital in Taiwan is not the crowded, noisy scenes and pungent smell of potions in the traditional impression, but the warm, tidy and orderly diagnosis and treatment environment, and you can even smell the strong coffee aroma. The communication between medical staff or doctors and patients is also soft and the entire hospital is very quiet. The entire hospital is smoke-free. Every corner, every floor, every department, and even every toilet has conspicuous signs, or directional instructions or warm reminders, so that people entering and leaving can easily reach where they want to go. In order to give patients a relaxed, pleasant and comfortable medical environment, many hospitals in Taiwan have introduced the service concepts of shopping centers and star-rated hotels. For example, the Affiliated Hospital of National Taiwan University Medical College has set up an advanced medical technology display gallery in the passage between the new and old medical buildings, and calligraphy and painting works are hung on the walls of the public passage of Wanfang Hospital, effectively sootheing the patients' emotions.

2. First-class information construction, smart hospitals provide patients with convenient and efficient services.

Many hospitals have established online appointment and registration services by improving advanced information systems, and have set up digital TVs in every corner of the hospital outpatient area and provide medical progress information in each clinic. Patients can also use their mobile phones to view the medical progress in real time, so as to accurately grasp the time period for the hospital, avoiding the trouble of waiting time or missing the medical treatment caused by arriving at the waiting area too early or too late. Objectively, patients are consciously and proactively diverted, rather than the peak of passive diverted medical treatment in the hospital.

has an efficient information process to improve the utilization rate of hospital resources, with clear processes, and no mistakes and worries between doctors and patients. It has complete information systems such as medical record management, medical order system, nursing system, administrative and medical system, personnel system, etc. Information systems have become a strong basic support system for hospital management, administrative offices, medical activities and decision-making.

3. A special quality management department is set up to focus on quality details and continuous improvement.

The hospital has a special quality management department responsible for the quality improvement of the entire hospital. The improvement projects are mainly based on policies and evaluation requirements and data obtained from adverse event statistics.The quality control process is improved by PDCA, and the quality management tools are proficient in: quality control circle, root cause analysis, 5S on-site management, team resource management, etc.; the quality improvement process is implemented and monitored in place, and refined management is carried out, and the responsibility center cost control and performance evaluation system is established.

Hospital managers each complete their work according to their own division of labor and according to the hospital's regulations. The main advantage is that they can promptly discover the deviations in the operation of their hospital during the management process. After monthly, quarterly and annual analysis, they can find out the reasons for the deviation, correct it in a timely manner, and continuously improve it and continuously improve it. The key is that they can implement the system in place.

Due to the role of the total budget system and the hospital's independent management mechanism, the hospital's medical efficiency and quality, hospital technical level and service quality have been continuously improved. Coupled with the long and strict talent training mechanism and medical teaching training in 2012-13, the overall high-level medical team has created a team of doctors, allowing Taiwan to gradually develop into a world-renowned medical center, and achieved remarkable results.

4. Medical equipment is advanced and keeps up with the forefront of the world.

Taiwan’s medical institutions use the world’s most advanced medical instruments. The hospital introduced the Da Vinci robotic surgical system based on cost-effectiveness, each system is worth tens of millions of dollars. There are 9 hospitals in Taiwan that are equipped with the Da Vinci robotic surgery system: the three hospitals that visited and studied Linkou Chang Geng Hospital, Wanfang Hospital, and Taipei Medical University's affiliated hospital have done a very good job of robotic surgery, attracting many patients from Southeast Asian countries to come for treatment.

wherever the visiting group went, was warmly received by colleagues from Taiwan. At the same time, the visiting group also introduced the current medical status and characteristics of mainland China, and demonstrated the development history and achievements of Qufu People's Hospital. The two sides also had in-depth exchanges and discussions on hospital management models, medical technology applications, hospital cultural construction, etc. Taiwanese colleagues praised the rapid development of mainland medical care in recent years, and expressed their affirmation and recognition of the achievements made in the construction of the Chest Pain Center of Qufu People's Hospital.

In recent years, Qufu People's Hospital has continuously explored the establishment of modern hospital management system , and the "1617" management system and the "seven years and four-step" strategic plan have given the development of the hospital wings. In 2018, it was included in the management of tertiary hospitals by the Provincial Health Commission; in 2019, the chest pain center passed the national standard version certification of the National Chest Pain Center Headquarters; in June, it was jointly issued by the Shandong Provincial Health Commission, the Provincial Development and Reform Commission, the Provincial Department of Finance, the Provincial Department of Human Resources and Social Security, and the Provincial Medical Insurance Bureau to become a provincial pilot unit for establishing and improving the modern hospital management system; in September, it was included in the top 300 county-level hospitals in the National Health Commission to improve the comprehensive service capacity. With the continuous advancement of standardized construction and high-quality services, higher requirements have been put forward for the improvement of hospital connotation and refined management. Through this study and exchange in Taiwan, the visiting group said that this study improved the concept and broadened the horizons. It not only gained inspiration from medical quality, management positioning, business strategy, detailed management, etc., but also reaffirmed the hospital's development goals and development positioning, strengthened the confidence and determination to promote the standardization of hospitals, improve the hospital's connotation construction and medical quality. We are full of expectations for the future development of the hospital and provide high-quality medical services to patients.

Next step, the hospital will work hard to further optimize the outpatient and inpatient processes and reflect the detailed services of humanistic care; continuously strengthen the pace of informatization construction, improve the electronic information platform, improve the level of informatization construction, and improve work efficiency; continue to improve quality management, hold quality appraisal meetings based on monthly or quarterly adverse events and operation indicators, apply PDCA to improve, and implement and monitor the quality improvement process in place; continue to improve the performance appraisal management system, focus on all the concepts of serving clinical medical care and patients, performance management reflects the proportion of different risk positions, and further mobilizes the enthusiasm of doing things and entrepreneurship in the front line of clinical work; further strengthen patient safety management, manage patient safety through information technology, and strictly implement the core medical system; according to the tertiary hospital level evaluation standards, through the continuous advancement of standardized construction work, benchmark, and unite our hearts and minds, and strive to successfully pass the tertiary comprehensive hospital review within 1-2 years.

Qufu, as the hometown of Confucius, an important birthplace of Chinese civilization and the birthplace of Confucian culture, is striving to achieve the "creative transformation and innovative development" of traditional culture and promote the internationalization of Confucianism. The internationalization of medical care is also an important support point for the construction of Qufu regional international central city and serving people's livelihood. Qufu People's Hospital will actively release innovative vitality, open up an international perspective, absorb advanced management experience through learning and exchange, further improve the comprehensive medical service capabilities, and allow patients to share the results of medical development.

The quality control process is improved by PDCA, and the quality management tools are proficient in: quality control circle, root cause analysis, 5S on-site management, team resource management, etc.; the quality improvement process is implemented and monitored in place, and refined management is carried out, and the responsibility center cost control and performance evaluation system is established.

Hospital managers each complete their work according to their own division of labor and according to the hospital's regulations. The main advantage is that they can promptly discover the deviations in the operation of their hospital during the management process. After monthly, quarterly and annual analysis, they can find out the reasons for the deviation, correct it in a timely manner, and continuously improve it and continuously improve it. The key is that they can implement the system in place.

Due to the role of the total budget system and the hospital's independent management mechanism, the hospital's medical efficiency and quality, hospital technical level and service quality have been continuously improved. Coupled with the long and strict talent training mechanism and medical teaching training in 2012-13, the overall high-level medical team has created a team of doctors, allowing Taiwan to gradually develop into a world-renowned medical center, and achieved remarkable results.

4. Medical equipment is advanced and keeps up with the forefront of the world.

Taiwan’s medical institutions use the world’s most advanced medical instruments. The hospital introduced the Da Vinci robotic surgical system based on cost-effectiveness, each system is worth tens of millions of dollars. There are 9 hospitals in Taiwan that are equipped with the Da Vinci robotic surgery system: the three hospitals that visited and studied Linkou Chang Geng Hospital, Wanfang Hospital, and Taipei Medical University's affiliated hospital have done a very good job of robotic surgery, attracting many patients from Southeast Asian countries to come for treatment.

wherever the visiting group went, was warmly received by colleagues from Taiwan. At the same time, the visiting group also introduced the current medical status and characteristics of mainland China, and demonstrated the development history and achievements of Qufu People's Hospital. The two sides also had in-depth exchanges and discussions on hospital management models, medical technology applications, hospital cultural construction, etc. Taiwanese colleagues praised the rapid development of mainland medical care in recent years, and expressed their affirmation and recognition of the achievements made in the construction of the Chest Pain Center of Qufu People's Hospital.

In recent years, Qufu People's Hospital has continuously explored the establishment of modern hospital management system , and the "1617" management system and the "seven years and four-step" strategic plan have given the development of the hospital wings. In 2018, it was included in the management of tertiary hospitals by the Provincial Health Commission; in 2019, the chest pain center passed the national standard version certification of the National Chest Pain Center Headquarters; in June, it was jointly issued by the Shandong Provincial Health Commission, the Provincial Development and Reform Commission, the Provincial Department of Finance, the Provincial Department of Human Resources and Social Security, and the Provincial Medical Insurance Bureau to become a provincial pilot unit for establishing and improving the modern hospital management system; in September, it was included in the top 300 county-level hospitals in the National Health Commission to improve the comprehensive service capacity. With the continuous advancement of standardized construction and high-quality services, higher requirements have been put forward for the improvement of hospital connotation and refined management. Through this study and exchange in Taiwan, the visiting group said that this study improved the concept and broadened the horizons. It not only gained inspiration from medical quality, management positioning, business strategy, detailed management, etc., but also reaffirmed the hospital's development goals and development positioning, strengthened the confidence and determination to promote the standardization of hospitals, improve the hospital's connotation construction and medical quality. We are full of expectations for the future development of the hospital and provide high-quality medical services to patients.

Next step, the hospital will work hard to further optimize the outpatient and inpatient processes and reflect the detailed services of humanistic care; continuously strengthen the pace of informatization construction, improve the electronic information platform, improve the level of informatization construction, and improve work efficiency; continue to improve quality management, hold quality appraisal meetings based on monthly or quarterly adverse events and operation indicators, apply PDCA to improve, and implement and monitor the quality improvement process in place; continue to improve the performance appraisal management system, focus on all the concepts of serving clinical medical care and patients, performance management reflects the proportion of different risk positions, and further mobilizes the enthusiasm of doing things and entrepreneurship in the front line of clinical work; further strengthen patient safety management, manage patient safety through information technology, and strictly implement the core medical system; according to the tertiary hospital level evaluation standards, through the continuous advancement of standardized construction work, benchmark, and unite our hearts and minds, and strive to successfully pass the tertiary comprehensive hospital review within 1-2 years.

Qufu, as the hometown of Confucius, an important birthplace of Chinese civilization and the birthplace of Confucian culture, is striving to achieve the "creative transformation and innovative development" of traditional culture and promote the internationalization of Confucianism. The internationalization of medical care is also an important support point for the construction of Qufu regional international central city and serving people's livelihood. Qufu People's Hospital will actively release innovative vitality, open up an international perspective, absorb advanced management experience through learning and exchange, further improve the comprehensive medical service capabilities, and allow patients to share the results of medical development.