联系我们

论文查询结果	返回搜索

论文编号：	15630
作者编号：	2320234081
上传时间：	2025/12/8 16:28:29
中文题目：	H集团医院危急值管理的改善策略研究
英文题目：	Research on Improvement Strategies for Critical Value Management at H Group Hospital
指导老师：	梁峰
中文关键字：	危急值管理；医疗质量管理；数字化转型；集团医院
英文关键字：	Critical Value Management; Medical Quality Management; Digital Transformation; Hospital Group
中文摘要：	随着我国医药卫生体制改革的深入推进，医疗卫生事业对医院管理提出了更高要求。医疗质量是医院生存与发展的生命线，持续改进医疗质量、保障医疗安全、提供安全高效优质的医疗服务，始终是医院工作的核心任务。近年来，医疗质量与安全管理日益受到国家和社会高度重视。其中，危急值管理作为连接检验检查与临床救治的重要桥梁，已成为医院质量管理的重点内容。然而，当前多数医疗机构在危急值管理中仍面临标准不统一、流程不规范、信息系统支撑不足、人员培训不到位等挑战，易引发医疗风险与纠纷，加剧医患矛盾。因此，系统研究并优化危急值管理，提升危急值响应效率与处置质量，已成为亟待解决的重要课题。 本研究以H集团下属6家医院为研究对象，综合运用文献分析、调研访谈、对比分析与归纳总结等方法，结合根本原因分析、PDCA循环等质量管理工具，系统识别出危急值管理中存在的问题：标准不统一、信息系统不完善、临床人员对流程掌握不足以及跨部门协作机制薄弱。基于全面质量管理、精益管理与品管圈理论框架，研究提出改善策略：首先，依托TQM理念，构建集团统一的危急值管理标准，包括制定标准化危急值清单、统一阈值设定与处置时效要求，并建立超时预警与干预机制；其次，运用精益思想优化管理流程，升级信息系统，打造覆盖危急值识别、报告、处置与反馈全流程的智能化闭环；再次，通过QCC活动明确岗位职责，强化多部门协同；最后，融合TQM与精益理念，实施分类培训，提升医护人员对危急值流程的理解与执行能力。 本研究综合考虑危急值发生数量、医院规模等因素，在H集团下属医院中选取3家开展为期6个月的试点，效果评估显示：危急值报告及时率由平均87.96%提升至93%，处置及时率平均由81.73%提升至90.67%，系统自动推送成功率普遍超过92%，患者安全事件发生率平均下降约35%。该成果不仅显著提升了H集团医院的危急值管理水平和医疗安全绩效，也为同类医疗集团提供了系统化、标准化、信息化的优化路径与实践案例，有力支撑国家医疗质量提升战略的落地与实施。
英文摘要：	With the deepening advancement of China’s healthcare system reform, higher demands have been placed on hospital management. Medical quality constitutes the lifeline for hospitals’ survival and development, and continuously improving medical quality, ensuring patient safety, and delivering safe, efficient, and high-quality healthcare services remain the core missions of hospital operations. In recent years, medical quality and safety management have garnered increasing attention from both the government and society. Among these priorities, critical value management—serving as a vital bridge between diagnostic testing and clinical intervention—has become a focal point in hospital quality management. However, most healthcare institutions still face significant challenges in this area, including inconsistent standards, non-standardized workflows, inadequate information system support, and insufficient staff training, all of which heighten the risk of medical errors, disputes, and doctor–patient conflicts. Therefore, systematically studying and optimizing critical value management to enhance response efficiency and handling quality has become an urgent and critical research priority. This thesis takes six hospitals under H Group as the research subjects and employs a mixed-methods approach, including literature review, field interviews, comparative analysis, and inductive synthesis, complemented by quality management tools such as fishbone diagrams and the PDCA (Plan–Do–Check–Act) cycle. The thesis systematically identifies four key issues in critical value management: inconsistent standards, suboptimal information systems, insufficient clinical staff familiarity with protocols, and weak interdepartmental collaboration mechanisms. Grounded in the theoretical frameworks of Total Quality Management (TQM), Lean Management, and Quality Control Circle (QCC), the thesis proposes a comprehensive improvement strategy:First, guided by TQM principles, the thesis establishes a unified critical value management standard across the group, including a standardized critical value list, consistent threshold criteria, uniform response time requirements, and a real-time alert and intervention mechanism for delayed actions.Second, drawing on Lean thinking, the management workflow is streamlined, and the information system is upgraded to create an intelligent, end-to-end closed-loop system covering identification, reporting, clinical response, and feedback of critical values.Third, QCC activities are implemented to clarify role responsibilities, strengthen cross-departmental coordination, and effectively institutionalize the “first-responder accountability” and on-call response mechanisms.Finally, integrating TQM and Lean concepts, a tiered and categorized training program is introduced to comprehensively enhance healthcare professionals’ understanding and adherence to critical value protocols. This thesis selected three hospitals from H Group for a six-month pilot program, taking into account factors such as the volume of critical values generated and hospital size. Evaluation results showed that the timely reporting rate of critical values increased from an average of 87.96% to 93%, and the timely intervention rate improved from an average of 81.73% to 90.67%. The system’s automatic alert delivery success rate consistently exceeded 92%, and the incidence of patient safety events decreased by approximately 35% on average. These outcomes not only significantly enhanced critical value management and patient safety performance across H Group hospitals but also provided a systematic, standardized, and digitalized optimization pathway and practical model for similar healthcare systems, thereby strongly supporting the implementation of national strategies for improving healthcare quality.
查看全文：	预览  下载(下载需要进行登录)