后勤报修服务绩效分析  

Performance Measurement Analysis of Logistical Fault Management

作　　者：施鹏[1] 钱国涌[1] 俞之学[1] 陶力[1] 金磊[1] 张群仁[1] 汪昕[1] 

机构地区：[1]复旦大学附属中山医院,上海200032

出　　处：《中国卫生质量管理》2011年第5期86-88,共3页Chinese Health Quality Management

基　　金：2009年度上海市医院协会医院管理研究基金(项目编号:090079)

摘　　要：目的对医院后勤报修服务进行绩效分析。方法通过后勤报修信息系统,采集2010年8月医院外科大楼医疗病区的报修业务数据,运用统计描述和作业成本法对任务完成的质量、效率和成本3个关键绩效指标(KPI)进行绩效分析。结果该调查对象在调查时段内每日报修数量中位数和75%百分位数为14(8,19)例。重复报修率为8%,报修当日完成率为96.2%,水电维修组、空调维修组、病床车辆维修组平均响应时间分别为23分钟、39分钟4、0分钟,平均工单成本分别为52.7元、80.0元、38.4元,水电组和床修组人力成本与材料成本分别占75%和25%,空调组以人力成本为主,占95%。结论通过后勤信息化管理系统对后勤报修服务进行绩效评价,可以加强后勤报修服务管理,提高后勤管理的精细化和科学化水平。Objective To analyze the performance of fault management in a comprehensive Grade 3A hospital logistics man- agement. Method Based on the hospital fault management information system, we collected the data of fault management for a surgical building from Aug. 1 st to 31 st in 2010, and analyzed the effectiveness, efficiency and cost of the response with a statisti- cal descriptive method and activity - based cost method. Result The Median （ P25, P75 ） of the service call was 14 （ 8, 19 }. The rate of rework was 8%. The rate of work finished on the same day is 96.2%. The response time of three different teams （Team A works for electricity and water supply service, team B works for air conditioners repair and team C works for beds re- pair} was 23 rain, 39 rain, 40 min, respectively; the cost was 52.7 RMB, 80.0 RMB, and 38.4 RMB, respectively. The labor cost accounts for 75% in team A and team C, 95% in team B, and else was material cost. Conclusion With the performance measurement analysis, we can improve the level of hospital logistics management in the field of fault management.

关 键 词：报修管理 绩效分析 

分 类 号：R197.3[医药卫生—卫生事业管理]