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Journal of Korean Society Quality Assurance Health Care 2000;7(1): 118.
Published online May 30, 2000.
일 의료원의 통합 고충처리센터 접수 내용과 이에 대한 해결방안 분석
탁관철1, 박현주2, 천자혜2, 강은숙2, 문주영2, 최미영2, 김현주2, 강진경3
1연세대학교 의과대학 세브란스병원 성형외과학 교실
2연세대학교 의과대학 세브란스병원 적정진료관리실
3연세대학교 의과대학 세브란스병원 내과학 교실
Analysis of the Issues received by Quality Improvement Department and their Management in a Medical Center
Kwan-Chul Tark1, Hyun-Ju Park2, Ja-Hae Chun2, Eun-Sook Kang2, Ju-Young Moon2, Mi-Young Choi2, Hyun-Ju Kim2, Jin-Kyung Kang3
1Department of Plastic & Reconstructive Surgery, Yonsei University College Medicine
2Department of Quality Improvement, Severance Hospital, Yonsei University College Medicine
3Department of Internal Medicine, Yonsei University College Medicine
Abstract
Background
A continuous healthcare quality improvement is needed to provide high quality healthcare service as well as to maintain trust in terms of satisfying the needs of the patients. Recently it also became an essential issue. in hospital management, recognized for it's competitive potentiality among healthcare organization groups. This study was conducted to analyze patient complaints and issues received by the Quality Improvement Department. Its purpose is to improve healthcare qualities within the hospital, as well as establish policies and appropriate strategies in hospital management. Method : From July 1st to September 30th of the year 1999, we analyzed all complaints and issues made by various patients and their families, which were received through 24 hour phone consultation, numerous suggestion boxes, letters and E-mails, The issues were classified into 16 different categories based on a Patient Satisfaction Assessment Tool. All data were segregated according to the departmental frequencies and their contents. To come up with for environmental and patient satisfaction improvement, all complaints or issues were communicated with hospital administrators, medical and nursing staff and employees. Comprehensive customer satisfaction activities including improving phone etiquette were discussed in Customer Satisfaction Team, CQI Team and each Department. All opportunities for improvement were implemented. Feedback actions were discussed.
Results
A total of 317 cases were collected. Issues regarding parking and other accommodation facilities were most common complaints that were 14.5% of total. Issues regarding admission rooms (10.7%), admission procedures (10.7%), waiting room environment (8.8%), nurses and nurse assistants (7.6%), physicians (6.6%) and others (23%) followed. Thirteen of 45 departments received more than 8 complaints. The Nursing Department had the most complaint, receiving 9.8% of total complaints. Complaints regarding the Nursing Department were predominantly related to the environment of patient rooms. The Department of Psychiatry for phone etiquette (4.7%), Department of Otolaryngology for the nursing staff's attitude and phone etiquette (4.4%), and the Admission Department followed. As a part of efforts to improve patient satisfaction, a new parking structure was built and reallocation of the parking space was done. Renovation of other accommodation facilities were carried out by hospital administration, Monthly phone call and answering attitude survey was done by QI Department. Based on this survey we made a phone etiquette manual and distributed throughout the hospital. Compare to the last year, Patient Satisfaction Index measured by Korea Productivity Center using National Customer Satisfaction Index was improved 7 points. According to our organization's own study, we confirmed the phone etiquette was improved 11% than last year. Conclusions : Issues related to parking and other accommodation facilities ranked first followed by complaints made regarding the patient care area, the admission and cashier process, and nurses' and doctors' attitude. The Nursing and Psychiatry Departments need improvement regarding phone etiquette. Results were shared and played a vital role in policymaking and strategic planning of the hospital. It is imperative that we keep our database updated by listening to and solving the needs of each patient. The CQI activities can be achieved only by full commitment of the hospital top management supported by related personal.
Key words Patient complaints;Continuous quality improvement;Patient satisfaction;Strategic planning;Hospital management;Policy making;


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