医院洗涤服务外包中成本持续控制的实践与成效  

COST CONTROL IN HOSPITAL WASHING OUTSOURCING SERVICE

作　　者：姜燕[1] 钟灿灿[1] 黄伟昌[1] 邱伟通[1] 李美华[1] 

机构地区：[1]广州市红十字会医院,广东广州510220

出　　处：《现代医院》2013年第1期132-136,共5页Modern Hospitals

摘　　要：探索医院如何在业务量增加,人工、水电、运输等洗涤外包服务费上涨的情况下,通过抓住洗涤社会化机遇,使洗涤成本得到持续控制的方法。本院后勤部门通过9种方法——利用承包商资源节约人力成本、取消污衣袋收费、限制报废率、双方每月核数、设被服基数、设被服周转仓库、布料改良、洗涤费信息每月在院内网公布、修订并执行配套制度,实现了洗涤成本大幅下降的目标。近7年中,共节约洗涤总成本650 185元,其中平均单件洗涤成本节约0.84元,平均每位住院病人洗涤成本节约106元。对外包服务各环节成本的严格控制是实现总成本控制的有效方法。This article is to discuss how to control the cost of washing continuously by grasping the chance of washing socialization when our hospital is facing the facts that portfolio increases and the washing outsourcing service fees such as manpower, water and electricity, and logistics grow up. The logistics department of our hospital uses contractors＇ resources to save our cost of manpower, cancels the charge of dirty clothes bags, controls the discarding rates, checks back by both sides monthly, manages the minimum quantity of quilts and clothes, sets up the transfer- ring warehouse of quilts and clothes, amends cloth, publishes washing information of each section and office on the intranet of our hospital, and edits and executes the management policy. By doing all these 9 things we achieve the tar- get to bring down the cost of washing successfully. During the last 7 years we have saved RMB650,185 of washing cost overall, RMB0.84 is saved for each material and RMB106 is saved for each resident patient averagely. The ef- fective method of controlling the overall cost is to control the cost of outsourcing service strictly.

关 键 词：服务外包 洗涤服务 后勤社会化 成本控制 医院管理 

分 类 号：R197.32[医药卫生—卫生事业管理]