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題名 排檢系統的導入對醫療營運效率的影響： 以某區域醫院核子醫學科為例
The Impact of Introducing Scheduling System on Operation Efficiency : A Case of A Department of Nuclear Medicine in A Regional Hospital
作者 魏靖芳
Wei, Ching-Fang
貢獻者 李佳玲
Lee, Chia-Ling
魏靖芳
Wei, Ching-Fang
關鍵詞 排檢系統
營運效率
醫療資源
Scheduling system
Operation efficiency
Medical resource
日期 2024
上傳時間 5-Aug-2024 12:22:13 (UTC+8)
摘要 本論文以一區域醫院核子醫學科為研究對象，探討一新排檢系統的導入，對於其營運效率、資源及成本之影響，抑或是改善。本論文以2022年新排檢系統導入前和2023年新排檢系統開始使用之期間，進行與營運效率攸關之變數的敘述性統計、進一步分析；另外，本論文也透過與相關核子醫學科人員進行實地訪談，分析新導入之排檢系統，對於核子醫學科醫療資源使用、營運成本支出之改善，以及帶給核子醫學科人員與病患之效益。本論文研究結果顯示新導入之排檢系統，對於住院患者之等待排檢時間較有改善；核子醫學科資源於新排檢系統導入後，較不易發生閒置、等待或浪費，甚至更能將醫療職能充分發揮、將病患之價值極大化；於營運成本支出方面，核子醫學科之藥物丟棄成本、紙張耗用成本，於新系統使用下，也開始逐漸下降、減少，進而使工作空間得獲得釋放與改善。
This study focuses on a regional hospital's nuclear medicine department, exploring the impact of introducing a new scheduling system on its operation efficiency, resources, and costs, as well as potential improvements. The study compares descriptive statistics and further analysis of variables related to operation efficiency before the new scheduling system was introduced in 2022 and during its use in 2023. Additionally, through on-site interviews with relevant nuclear medicine personnel, the study analyzes the impact of the new scheduling system on medical resource utilization, operating costs, and the benefits to both employees and patients. The results indicate that the new scheduling system reduces the waiting time for inpatient inspections. After the implementation of the new scheduling system, the nuclear medicine department's resources are less likely to be idle, waiting, or wasted. Moreover, the medical functions are better utilized, maximizing patient value. In terms of operational cost expenditures, the costs associated with medicine disposal and paper consumption in the nuclear medicine department have begun to decrease with the new system, thereby freeing up and improving the workspace.
參考文獻 曾世賢、康煌易、呂怡珍（2021）應用精實六標準差改善醫院檢查流程之研究：以T醫院為例。品質學報，28卷4期，頁217-230。 Banker,R. D., Bardhan,I. R., Hsihui Chang, and Shu Lin (2006).Plant information systems,manufacturing capabilities, and plant performance. MIS Quarterly, Vol. 30, No. 2, 315-337. Buer,S., Semini, M., Strandhagen, J. O., and Sgarbossa, F. (2021). The complementary effect of lean manufacturing and digitalisation on operational performance. International Journal of Production Research, Vol. 59, No. 7, 1976-1992. D’Andreamatteo,A., Ianni,L., Lega,F., and Sargiacomo,M. (2015). Lean in healthcare: A comprehensive review. Health Policy, Vol. 119, No. 9, 1197-1209. Filho, M. G., Ganga, G. M. D., and Gunasekaran, A. (2016). Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance. International Journal of Production Research, Vol. 54, No. 24, 7523-7545. Hines, P., Holweg, M., and Rich, N. (2004). Learning to evolve: A review of. contemporary lean thinking. International Journal of Operations & Production Management, Vol. 24, No. 10, 994-1011. Lacerda,A.P., Xambre,A.R., and Alvelos,H.M. (2016). Applying Value Stream Mapping to eliminate waste: a case study of an original equipment manufacturer for the automotive industry. performance. International Journal of Production Research, Vol. 54, No. 6, 1708-1720. Lodge,A.,and Bamford,D. (2010). New Development: Using Lean Techniques to Reduce Radiology Waiting Times. Public Money and Management, Vol. 28, No.1, 49-52. Lummus,R.R., Vokurka,R.J., and Rodeghiero,B. (2006). Improving Quality through. Value Stream Mapping: A Case Study of a Physician’s Clinic. Total Quality Management, Vol. 17, No. 8, 1063-1075. Macher, J. T., and Mowery, D. C. (2003). "Managing" Learning by Doing:An Empirical Study in Semiconductor Manufacturing.The Journal of Product Innovation Management, 20, 391-410. Marin-Garciaa, J. A., and Bonavia,T. (2015). Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry. International Journal of Production Research, Vol. 53, No. 11, 3260-3275. Meng, X. (2019). Lean management in the context of construction supply chains. International Journal of Production Research, Vol. 57, No. 11, 3284-3798. Ward, P., and Zhou, H. (2006). Impact of Information Technology Integration and Lean/Just-In-Time Practices on Lead-Time Performance. Decision Sciences ,Vol. 37 Issue 2, 177-203. Shiau,Y. R., and Chang, H. M. (2020). Implementation of Lean Manufacturing. In Production Processes. Journal of Quality, Vol. 27, No.5, 331-346. Silvester,K., Lendon,R., Bevan,H., Steyn,R., and Walley,P. (2004). Reducing waiting times in the NHS: is lack of capacity the problem? Clinician in Management, Vol. 12, Issue 3, 105-109. Skeldon,S.C., Simmons,A., Hersey, K., Finelli,A,. Jewett, M. A., Zlotta, A. R., and Fleshner, N. E. (2014). Lean Methodology Improves Efficiency in Outpatient Academic Uro-oncology Clinics. Urology, Volume 83, Issue 5, 992-998. Sugimori,Y., Kusunoki,K., Cho,F., and Uchikawa,S. (1977).Toyota production system and Kanban system Materialization of just-in-time and respect-for-human system. International Journal of Production Research, Vol. 15, No. 6, 553-564. Yu,T., Demirli,K., and Bhuiyan,N. (2022). Lean transformation framework for treatment-oriented outpatient departments. International Journal of Production Research, Vol. 60, No. 6, 1761-1781.
描述 碩士
國立政治大學
會計學系
111353038
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111353038
資料類型 thesis
dc.contributor.advisor 李佳玲zh_TW
dc.contributor.advisor Lee, Chia-Lingen_US
dc.contributor.author (Authors) 魏靖芳zh_TW
dc.contributor.author (Authors) Wei, Ching-Fangen_US
dc.creator (作者) 魏靖芳zh_TW
dc.creator (作者) Wei, Ching-Fangen_US
dc.date (日期) 2024en_US
dc.date.accessioned 5-Aug-2024 12:22:13 (UTC+8)-
dc.date.available 5-Aug-2024 12:22:13 (UTC+8)-
dc.date.issued (上傳時間) 5-Aug-2024 12:22:13 (UTC+8)-
dc.identifier (Other Identifiers) G0111353038en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/152490-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 會計學系zh_TW
dc.description (描述) 111353038zh_TW
dc.description.abstract (摘要) 本論文以一區域醫院核子醫學科為研究對象，探討一新排檢系統的導入，對於其營運效率、資源及成本之影響，抑或是改善。本論文以2022年新排檢系統導入前和2023年新排檢系統開始使用之期間，進行與營運效率攸關之變數的敘述性統計、進一步分析；另外，本論文也透過與相關核子醫學科人員進行實地訪談，分析新導入之排檢系統，對於核子醫學科醫療資源使用、營運成本支出之改善，以及帶給核子醫學科人員與病患之效益。本論文研究結果顯示新導入之排檢系統，對於住院患者之等待排檢時間較有改善；核子醫學科資源於新排檢系統導入後，較不易發生閒置、等待或浪費，甚至更能將醫療職能充分發揮、將病患之價值極大化；於營運成本支出方面，核子醫學科之藥物丟棄成本、紙張耗用成本，於新系統使用下，也開始逐漸下降、減少，進而使工作空間得獲得釋放與改善。zh_TW
dc.description.abstract (摘要) This study focuses on a regional hospital's nuclear medicine department, exploring the impact of introducing a new scheduling system on its operation efficiency, resources, and costs, as well as potential improvements. The study compares descriptive statistics and further analysis of variables related to operation efficiency before the new scheduling system was introduced in 2022 and during its use in 2023. Additionally, through on-site interviews with relevant nuclear medicine personnel, the study analyzes the impact of the new scheduling system on medical resource utilization, operating costs, and the benefits to both employees and patients. The results indicate that the new scheduling system reduces the waiting time for inpatient inspections. After the implementation of the new scheduling system, the nuclear medicine department's resources are less likely to be idle, waiting, or wasted. Moreover, the medical functions are better utilized, maximizing patient value. In terms of operational cost expenditures, the costs associated with medicine disposal and paper consumption in the nuclear medicine department have begun to decrease with the new system, thereby freeing up and improving the workspace.en_US
dc.description.tableofcontents 壹、 緒論 1 一、 研究動機與目的 1 二、 研究架構 3 貳、 文獻探討 4 一、 製造業採用精實技術之相關文獻 4 二、 醫療業採用精實技術之相關文獻 9 參、 研究方法 14 一、 個案醫院核子醫學科導入新排檢系統前概況介紹 14 二、 個案醫院核子醫學科新排檢系統介紹 18 三、 研究方式及變數定義 24 肆、 研究結果 26 一、 敘述性統計 26 二、 實地訪談 38 伍、 結論與建議 45 一、 研究結論 45 二、 研究建議 46 三、 研究限制 47 參考文獻 48 一、 中文文獻部分 48 二、 英文文獻部分 48zh_TW
dc.format.extent 1213117 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111353038en_US
dc.subject (關鍵詞) 排檢系統zh_TW
dc.subject (關鍵詞) 營運效率zh_TW
dc.subject (關鍵詞) 醫療資源zh_TW
dc.subject (關鍵詞) Scheduling systemen_US
dc.subject (關鍵詞) Operation efficiencyen_US
dc.subject (關鍵詞) Medical resourceen_US
dc.title (題名) 排檢系統的導入對醫療營運效率的影響： 以某區域醫院核子醫學科為例zh_TW
dc.title (題名) The Impact of Introducing Scheduling System on Operation Efficiency : A Case of A Department of Nuclear Medicine in A Regional Hospitalen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 曾世賢、康煌易、呂怡珍（2021）應用精實六標準差改善醫院檢查流程之研究：以T醫院為例。品質學報，28卷4期，頁217-230。 Banker,R. D., Bardhan,I. R., Hsihui Chang, and Shu Lin (2006).Plant information systems,manufacturing capabilities, and plant performance. MIS Quarterly, Vol. 30, No. 2, 315-337. Buer,S., Semini, M., Strandhagen, J. O., and Sgarbossa, F. (2021). The complementary effect of lean manufacturing and digitalisation on operational performance. International Journal of Production Research, Vol. 59, No. 7, 1976-1992. D’Andreamatteo,A., Ianni,L., Lega,F., and Sargiacomo,M. (2015). Lean in healthcare: A comprehensive review. Health Policy, Vol. 119, No. 9, 1197-1209. Filho, M. G., Ganga, G. M. D., and Gunasekaran, A. (2016). Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance. International Journal of Production Research, Vol. 54, No. 24, 7523-7545. Hines, P., Holweg, M., and Rich, N. (2004). Learning to evolve: A review of. contemporary lean thinking. International Journal of Operations & Production Management, Vol. 24, No. 10, 994-1011. Lacerda,A.P., Xambre,A.R., and Alvelos,H.M. (2016). Applying Value Stream Mapping to eliminate waste: a case study of an original equipment manufacturer for the automotive industry. performance. International Journal of Production Research, Vol. 54, No. 6, 1708-1720. Lodge,A.,and Bamford,D. (2010). New Development: Using Lean Techniques to Reduce Radiology Waiting Times. Public Money and Management, Vol. 28, No.1, 49-52. Lummus,R.R., Vokurka,R.J., and Rodeghiero,B. (2006). Improving Quality through. Value Stream Mapping: A Case Study of a Physician’s Clinic. Total Quality Management, Vol. 17, No. 8, 1063-1075. Macher, J. T., and Mowery, D. C. (2003). "Managing" Learning by Doing:An Empirical Study in Semiconductor Manufacturing.The Journal of Product Innovation Management, 20, 391-410. Marin-Garciaa, J. A., and Bonavia,T. (2015). Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry. International Journal of Production Research, Vol. 53, No. 11, 3260-3275. Meng, X. (2019). Lean management in the context of construction supply chains. International Journal of Production Research, Vol. 57, No. 11, 3284-3798. Ward, P., and Zhou, H. (2006). Impact of Information Technology Integration and Lean/Just-In-Time Practices on Lead-Time Performance. Decision Sciences ,Vol. 37 Issue 2, 177-203. Shiau,Y. R., and Chang, H. M. (2020). Implementation of Lean Manufacturing. In Production Processes. Journal of Quality, Vol. 27, No.5, 331-346. Silvester,K., Lendon,R., Bevan,H., Steyn,R., and Walley,P. (2004). Reducing waiting times in the NHS: is lack of capacity the problem? Clinician in Management, Vol. 12, Issue 3, 105-109. Skeldon,S.C., Simmons,A., Hersey, K., Finelli,A,. Jewett, M. A., Zlotta, A. R., and Fleshner, N. E. (2014). Lean Methodology Improves Efficiency in Outpatient Academic Uro-oncology Clinics. Urology, Volume 83, Issue 5, 992-998. Sugimori,Y., Kusunoki,K., Cho,F., and Uchikawa,S. (1977).Toyota production system and Kanban system Materialization of just-in-time and respect-for-human system. International Journal of Production Research, Vol. 15, No. 6, 553-564. Yu,T., Demirli,K., and Bhuiyan,N. (2022). Lean transformation framework for treatment-oriented outpatient departments. International Journal of Production Research, Vol. 60, No. 6, 1761-1781.zh_TW