Recently, a number of hospital managers have asked the author: What is the relationship between building an operation management system and tailoring? To know that the operation management system is an exclusive practical operation system customized for a certain hospital, it needs to use a lot of professional knowledge and concepts, through the specific practical analysis of a series of skills from point to surface, including the adjustment of the hospital’s limited resource balance , human resources performance evaluation, etc., in order to achieve the most suitable adaptation plan with medical service capabilities, so that managers can maintain a good management experience no matter what scene of medical service they are in.
No hospital can escape the pit of operation management.
First of all, operation management is becoming a weak link in the hospital’s economic benefits. Can “Throwing Stones to Ask the Way” be both beautiful and bright? Because cases like this have become the norm. In the face of reality, managers need to completely get rid of the tedious affairs of the hospital and spend more time on the construction of the operation management system.
Actually, there are 3 obvious characteristics in building the operational management capability of the hospital: First, the insight into industry rules is relatively deep, and the level of policy understanding is relatively in place, and the synergistic and complementary effect manifested will naturally be highly efficient; Second, only by being familiar with the development of the industry chain and supply chain can we have the advantage of balanced allocation or layout of hospital resources; third, knowing the overall business development level of the hospital and being able to provide relatively complete economic benefits for hospital decision makers Path suggestion.
Therefore, the construction of hospital operation management system is actually a relationship between business and operation, mutual assistance and blood transfusion. Especially in terms of the overall strength of hospital value, it is very important to raise the ceiling of the industry! Therefore, building a hospital operation and management capability system depends on whether the landing effect has a natural fit. There are still differences between general hospitals and traditional Chinese medicine hospitals in terms of the underlying business logic and technical capabilities, and even the accumulated brand cultural influence. What’s more, the two are not of the same magnitude. From this point of view, paying tribute to the operation management ability and respecting the operation management system all come from the necessity of standardization. Because this is the key link in building a hospital operation and management capability system.
Secondly, a hospital operation and management operator with practical experience has two cards in his hand. The first is to clearly understand the core value of the discipline and business. There is still much room for resource supply chain capabilities to move around. Large, or the premium rate of the subject product line matrix can be fed back to the daily business, giving full play to the effectiveness of resource utilization; the second is to focus on more incremental business or user scale, or revenue volume has a good performance , once the hospital’s economic income is stable and sustainable, the basic business resources of the hospital can not only contribute 70% of the revenue, but also the source of the entire ecological profit of the hospital’s value.
In contrast, hospital managers still don’t realize that operation management has the “power of the first battle”, and how much they know about innovation plans and operation management, just for the good-looking performance figures of the hospital, and for the operation management. Insufficient investment in efficiency will result in losses or meager profits. In fact, what tests hospital managers is a difficult decision-making decision about whether to consolidate the basics of a small ecology or to take the big ecology of the medical and health industry. However, judging from the stability of the medical industry trend environment, the two cards are played, and the gains are undoubtedly positive. However, which card is more profitable to play, this requires better planning guidance and practical training from a professional operation management strategy team.
What has been, will be again. What has been done will be done again.
First of all, high-quality resource hospitals with good growth, strong competitiveness, and high ceilings will go deep into the practical operation process of the operation management system, forming a professional barrier for this target, which is the real growth of hospital business. prime mover. Of course, when it comes to the business fundamentals of a hospital, it is natural to analyze its resource allocation and layout structure. There is a very critical link, which is how to achieve from 0 to 1. Choice is greater than effort, and the path is to provide differentiated products. This kind of differentiation is actually cost reduction and efficiency increase. Obviously, choose the right or optimistic third-party professional counseling and coaching team that has deep accumulation of operation management ideas and experience, and can make differentiated designs that can meet the hospital’s expectations.
Secondly, real gold is not afraid of fire. The characteristics of our operation management strategy team to provide practical guidance and coaching are: “Teaching by words and deeds” is to give understanding and recognition to a highly targeted hospital in demand, explain the logical path thoroughly, and obtain the professional recognition of operation management from the hospital in demand , so that the hospitals in need can have a deeper understanding of why the building of the operation management system capability is different through specific practical operations. This choice is a test of the basic skills of the hospital operation team. Because the gold content of the ability is different, the value that can be exerted is different.
In summary, if a hospital with compound interest thinking needs to achieve positive returns, the decision-making characteristics must play a clear card in the stock market, contact us to request according to the actual situation, and continuously increase the demand for hospitals. The ability to grasp market opportunities, let’s take a look at what rational profit expectations the operation and management system capabilities can show to your hospital?
Author: Guo Jun Chief Physician Senior professional dean of hospital operation management. Founder of the think tank strategy team of “The Dean Says Operation”. Provide professional operation management advice to help hospitals focus on developing core competitiveness.