医疗保健业务流程再造外文文献翻译

文献信息：

文献标题：Business process re-engineering-saviour or just another fad?One UK health care perspective（业务流程再造——治本还是治标？以一个英国医疗保健的视角来看）

国外作者：Anjali Patwardhan, Dhruv Patwardhan．

文献出处：《International Journal of Health Care Quality Assurance》，2008，21(3)：289-296．

字数统计：英文3172单词，17706字符；中文6427汉字

外文文献：

Business process re-engineering– saviour or just another fad?

One UK health care perspective

Abstract

Purpose – Pressure to change is politically driven owing to escalating healthcare costs and an emphasis on efficiency gains, value for money and improved performance proof in terms of productivity and recently to some extent by demands from less satisfied patients and stakeholders. In a background of newly immerging expensive techniques and drugs, there is an increasing consumer expectation, i.e. quality services. At the same time, health system managers and practitioners are finding it difficult to cope with demand and quality expectations. Clinicians are frustrated because they are not recognised for their contribution. Managers are frustrated because meaningful dialogue with clinicians is lacking, which has intensified the need for change to a more efficient system that satisfies all arguments about cost effectiveness and sustainable quality services. Various strategies, originally developed by management quality “gurus” for engineering industries, have been applied to health industries with variable success, which largely depends on the type of health care system to which they are applied.

Design/methodology/approach–Business process re-engineering is examined as a quality management tool using past and recent publications.

Findings– The paper finds that applying business process re-engineering in the right circumstances and selected settings for quality improvement is critical for its success. It is certainly “not for everybody”.

Originality/value– The paper provides a critical appraisal of business process re-engineering experiences in UK healthcare. Lessons learned regarding selecting organisations and agreeing realistic expectations are addressed. Business process re-engineering has been evaluated and reviewed since 1987 in US managed health care, with no clear lessons learned possibly because unit selection and simultaneous comparison between two units virtually performing at opposite ends has never been done before. Two UK pilot studies, however, add useful insights.

Keywords Business process re-engineering, Total quality management, Continuous improvement, Medical management, Health services, United Kingdom Paper type Viewpoint

History of quality management in health care

To know how health care organisations became interested in industrial quality development tools and how business process re-engineering (BPR) emerged as an option, we have to go back to 1987 when the Quality Improvement in Health Care National Demonstration Project (NDP) was launched as an experiment (Godfrey, n.d.).

A total of 21 health-care organisations participated and promised to support this study lasting eight-months. The aim was to look at the applicability of industrial quality-improvement methods to health care. Support included free consulting, materials, access to training courses and reviews. The funding companies included many of the USA’s leading organisations such as Corning, Ford, Hewlett-Packard, IBM and Xerox. At the final stages of the project evaluations it was clear that out of 21 organisations, 15 health care organisations made significant progress –mainly financial and patient satisfaction gains, target and project time keeping and investment in research and development. The NDP was extended for three years, which