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‚√ß欓∫“≈∫”√ÿß√“…Æ√å Õ‘π‡μÕ√å‡π™—Ëπ·π≈
Bumrungrad International
∫√√≥“∏‘°“√ ». §≈‘π‘° πæ. Õ¿‘™“μ‘ »‘«¬“∏√, §ÿ≥ —π∑π“ ®—π∑√å‡π’¬¡
¿“æª√–°Õ∫ §ÿ≥ —π∑π“ ®—π∑√å‡π’¬¡, §ÿ≥»‘√‘π∏√ Õ—¡æ√æ™√
æ‘¡æå§√—Èß∑’Ë 1 ¡‘∂ÿπ“¬π 2552
®”π«πæ‘¡æå 6,000 ‡≈à¡
®—¥æ‘¡æå‚¥¬ ”π—°ß“π√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘ ∂“∫—π‡æ‘Ë¡º≈º≈‘μ·Ààß™“μ‘
æ‘¡æå∑’Ë ∫√‘…—∑ ‚√ßæ‘¡æåμ–«—πÕÕ° ®”°—¥ (¡À“™π)
‚§√ß√à“ßÕߧå°√ 8
Organizational Profile
°“√π”Õߧå°√ 22
Leadership
°“√«“ß·ºπ‡™‘ß°≈¬ÿ∑∏å 26
Strategic Planning
°“√¡ÿà߇πâπºŸâªÉ«¬ ≈Ÿ°§â“ ·≈–μ≈“¥ 28
Focus on Patients, Other Customers and Market
°“√«—¥ °“√«‘‡§√“–Àå ·≈–°“√®—¥°“√§«“¡√Ÿâ 30
Measurement, Analysis and Knowledge Management
°“√¡ÿà߇πâπ∫ÿ§≈“°√ 36
Workforce Focus
°“√®—¥°“√°√–∫«π°“√ 40
Process Management
º≈≈—æ∏å 44
Results
√“ß«—≈·≈–§«“¡¿Ÿ¡‘„® 46
Awards and Recognitions
“√®“°ª√–∏“π§≥–°√√¡°“√
√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘
‚√ß欓∫“≈∫”√ÿß√“…Æ√å Õ‘π‡μÕ√å‡π™—πË ·π≈ ‡ªìπÀπ÷ßË „πºŸπâ ”‚√ß欓∫“≈‡Õ°™π„πª√–‡∑»‰∑¬∑’¡Ë ßÿà ‡πâπ
°“√æ—≤π“§ÿ≥¿“æ¢ÕßÕߧå°√Õ¬à“ßμàÕ‡π◊ËÕ߇æ◊ËÕ‰ª Ÿà√–¥—∫ “°≈ «‘ —¬∑—»πå æ—π∏°‘® ·≈–À≈—°ªØ‘∫—μ‘¢ÕßÕߧå°√
¡ÿà߇πâπ¥â“π«‘∑¬“°“√·≈–°“√∫√‘°“√„À⇪ìπ∑’Ëæ÷ßæÕ„®·≈–‰¥â¡“μ√∞“π√–¥—∫‚≈°
ºŸπâ ”√–¥—∫ Ÿß¢Õß‚√ß欓∫“≈∫”√ÿß√“…Æ√åœ ‰¥â∂“à ¬∑Õ¥«‘ ¬— ∑—»πå æ—π∏°‘® ·ºπ¬ÿ∑∏»“ μ√剪¬—ߺŸ∫â √‘À“√
·≈–‡®â“Àπâ“∑’Ë∑ÿ°√–¥—∫ ‡æ◊ËÕ„Àâ°“√∫√‘À“√ß“π‡ªìπ‰ª„π∑‘»∑“߇¥’¬«°—π∑—Ë«∑—ÈßÕߧå°√ „À⧫“¡ ”§—≠°—∫§«“¡√Ÿâ
¢Õß∫ÿ§≈“°√ ¡’°√–∫«π°“√·≈°‡ª≈’Ë¬π§«“¡√Ÿâ °“√Ωñ°Õ∫√¡·≈–°“√‡√’¬π√ŸâÕ¬à“ßμàÕ‡π◊ËÕß ¡’√–∫∫ “√ π‡∑»∑’Ë¥’
¥â“π°“√·æ∑¬å ´÷ßË ÕÕ°·∫∫‚¥¬¡’ºªŸâ «É ¬·≈–ºŸ√â ∫— ∫√‘°“√‡ªìπ»Ÿπ¬å°≈“ß æπ—°ß“π “¡“√∂‡¢â“∂÷ߢâÕ¡Ÿ≈‰¥â °√–∫«π°“√
∑”ß“π¡’§«“¡μàÕ‡π◊ËÕß π—∫ πÿπ°“√¥Ÿ·≈√—°…“欓∫“≈ºŸâªÉ«¬·≈–§√Õ∫§√—«μ—Èß·μà‡¢â“¡“√—∫∫√‘°“√®π°√–∑—Ëß
ÕÕ°®“°‚√ß欓∫“≈ §«“¡‡ÀÁπ·≈–§«“¡μâÕß°“√¢Õß≈Ÿ°§â“¡’ à«π„π°“√ √â“ߧ«“¡ —¡æ—π∏å°—∫ºŸâ„™â∫√‘°“√
¡’°√–∫«π°“√√—∫øíߧ«“¡‡ÀÁπ®“°æπ—°ß“π¥â«¬«‘∏’°“√μà“ß Ê ¡“ª√–°Õ∫°“√∑”·ºπ¬ÿ∑∏»“ μ√å ¡’°“√μ‘¥μ“¡
«‘‡§√“–Àå ‡ª√’¬∫‡∑’¬∫¢âÕ¡Ÿ≈μ—«™’È«—¥°—∫‡ªÑ“À¡“¬·≈–√“¬ß“π„À⺟â∫√‘À“√∑ÿ°‰μ√¡“ ‡æ◊Ë Õ π”¡“ª√— ∫ ª√ÿ ß
°√–∫«π°“√∫√‘À“√ß“π¢Õß‚√ß欓∫“≈„À⇪ìπ‰ª„π∑‘»∑“߇¥’¬«°—π·∫∫∫Ÿ√≥“°“√∑—Ë«∑—ÈßÕߧå°√
∑’°Ë ≈à“«¡“¢â“ßμâπ‡ªìπªí®®—¬ ”§—≠„π°“√æ—≤π“§ÿ≥¿“æ¢Õß‚√ß欓∫“≈∫”√ÿß√“…Æ√å Õ‘π‡μÕ√å‡π™—πË ·π≈
∑’Ë𔉪 Ÿà§«“¡ ”‡√Á®„π√–¥—∫ “°≈·≈–‰¥â√—∫√“ß«—≈°“√∫√‘À“√ Ÿà§«“¡‡ªìπ‡≈‘» ´÷Ë߇ªìπ‡√◊ËÕßπà“¬‘π¥’‡ªìπÕ¬à“߬‘Ëß∑’Ë
‚√ß欓∫“≈„πª√–‡∑»‰∑¬„À⧫“¡ ”§—≠°—∫°“√∫√‘°“√μàÕºŸâªÉ«¬·≈–æ—≤π“§ÿ≥¿“æÕ¬à“߉¡àÀ¬ÿ¥¬—Èß §«√§à“·°à
Õߧå°√μà“ß Ê ‰¥â»÷°…“·≈–𔉪‡ªìπ·∫∫Õ¬à“ßμàÕ‰ª
¡¿æ Õ¡“μ¬°ÿ≈
‚§√ß°“√√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘
”π—°ß“π√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘
‚∑√. 0-2619-8086
www.tqa.or.th
“√®“°ºŸâÕ”π«¬°“√¥â“π∫√‘À“√
Message from Chief Executive Officer
We at Bumrungrad International Hospital are deeply honored to be recognized and to
receive the Thailand Quality Class designation this year.
The first 3 of our Hospital Ten Guiding Principles are:
1. We are guided by our primary goal of satisfying our customers.
2. We are committed to our staffûs welfare and development.
3. We continually improve the quality of everything we do.
These guiding principles, which guide our actions and decisions every day, also form the
heart of the Malcolm Baldridge criteria used by the TQA program. Therefore it is especially
meaningful to us when our staff applications of our guiding principles are being evaluated and
recognized by an organization that shares those same guiding principles.
We believe our commitments to these core guiding principles not only lead to long term
sustainability for an organization but they are keys to the constant renewal any organization must
achieve to remain viable in todays ever increasing competitive world.
Whether it is something as simple as greeting someone at the front entrance or the most
complex microsurgery, we strive to make everything we do world class in every way. This includes
an increasing focus on tailoring our services for the majority of our patients who reside here in
Thailand in addition to the minority of international patients we often receive recognition for
treating.
Bringing world class medicine and world class service to the residents of Thailand is
central to the mission of our Hospital. We believe it also forms the essence of the Thailand Quality
Award and we are truly honored and proud to receive this TQC recognition for our doctors, nurses,
and staff this year.
¿“æ·«¥≈âÕ¡∫√‘‡«≥§≈‘π‘°ºŸâªÉ«¬„π
Inpatient Services Environment
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«‘ —¬∑—»πå æ—π∏°‘® ·≈–À≈—°ªÆ‘∫—μ‘
Vision, Mission and Guiding Principles
«—≤π∏√√¡Õߧå°√¢Õß‚√ß欓∫“≈œ ‡°‘¥¢÷Èπ BI has an organizational culture which is
®“°°“√ – ¡ª√– ∫°“√≥åÕ—π¬“«π“π ∑’Ë¡ÿà߇πâπ built upon a focus on excellence, quality and
§«“¡‡ªìπ‡≈‘» §ÿ≥¿“æ ∫√‘°“√Õ¬à“߇Õ◊ÕÈ Õ“∑√ °—∫ºŸªâ «É ¬ compassionate care for all patients with equity.
∑ÿ°§πÕ¬à“߇∑à“‡∑’¬¡ ‚¥¬¡’
6. ‡√“¡ÿàß¡—Ëπ∑’Ë®–æ—≤π“°“√∫√‘°“√∑ÿ°¢—ÈπμÕπ„À≥⡓μ√∞“π√–¥—∫‚≈°
We strive to make everything we do çWorld Classé.
7. ‡√“ªØ‘∫—μ‘μàÕºŸâªÉ«¬¥â«¬§«“¡´◊ËÕ —μ¬å ¡’§«“¡‰«â«“ß„®´÷Ëß°—π·≈–°—π
We are trusted, honest, and ethical in all our dealings.
8. ‡√“∑”ß“π√à«¡°—π‡ªìπ∑’¡·≈–·≈°‡ª≈’ˬπ ‘Ëß∑’ˇ√’¬π√Ÿâ·°à°—π·≈–°—π
We work as a team and share what we know.
9. ‡√“ªØ‘∫—μ‘μπ‡ªìπæ≈‡¡◊Õߥ’¢Õß™“μ‘
We are a good corporate citizen.
10. ‡√“„À⧫“¡ ”§—≠μàÕ°“√Õπÿ√—°…å ‘Ëß·«¥≈âÕ¡ ·≈–∏√√¡™“μ‘
We operate in an environmentally responsible manner.
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∑’¡ºŸâ∫√‘À“√√–¥—∫ Ÿß
Executive team
·ºπ¿Ÿ¡‘Õߧå°√·æ∑¬å
Medical Staff Organization
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∫ÿ§≈“°√¢Õß‚√ß欓∫“≈
Workforce Profile
®”π«π∫ÿ§≈“°√¢Õß‚√ß欓∫“≈œ √«¡∑’¡ºŸâ BI has more than 3,000 employees in-
∫√‘À“√ ®”π«π¡“°°«à“ 3,000 §π ¡“°°«à“√âÕ¬≈– 95 clusive of the management team. The majority
‡ªìπæπ—°ß“πª√–®” ‚¥¬æπ—°ß“π‡°◊Õ∫∑—ÈßÀ¡¥‡ªìπ (95%) of hospital staff is employed full time and
§π‰∑¬ √âÕ¬≈– 70 ®∫°“√»÷°…“√–¥—∫ª√‘≠≠“μ√’ ·≈– almost all of them are Thai.
Õ’°ª√–¡“≥√âÕ¬≈– 5 ®∫°“√»÷°…“√–¥—∫ª√‘≠≠“‚∑ Currently the employees are classified into
·≈– Ÿß°«à“ 3 groups as follows:
®”π«π∫ÿ§≈“°√·∫àßÕÕ°‡ªìπ 3 °≈ÿà¡„À≠à§◊Õ 1. 40% is professional staff.
1. √âÕ¬≈– 40 ‡ªì𠓬«‘™“™’æ 2. 40% is non professional involved with
2. √âÕ¬≈– 40 æπ—°ß“π∑’Ë„Àâ°“√∫√‘°“√ºŸâªÉ«¬ direct patient care or service.
‚¥¬μ√ß ∑’ˉ¡à„™à “¬«‘™“™’æ 3. 20 % is office staff including adminis-
3. √âÕ¬≈– 20 ‡ªìπæπ—°ß“πª√–®” ”π—°ß“π trative team.
√«¡∑—Èß∑’¡ºŸâ∫√‘À“√ The medical staff comprises over 1,000
¡’ ∫ÿ § ≈“°√·æ∑¬å ·≈–ºŸâ ‡ ™’Ë ¬ «™“≠‡©æ“– physicians and dentists, most of whom have
“¢“∑’˺à“π¡“μ√∞“π°“√§—¥‡≈◊Õ°·≈–‰¥â√—∫«ÿ≤‘∫—μ√ international training and board certification.
√—∫√Õß®“°μà“ߪ√–‡∑» ®”π«π¡“°°«à“ 1,000 §π ‚¥¬ About 200 physicians are full time and the rest
‡ªìπ·æ∑¬åª√–®”ª√–¡“≥ 200 §π ·≈–∑’ˇÀ≈◊Õ‡ªìπ are part time. All members of the medical staff
·æ∑¬å∑’˪√÷°…“ ‚¥¬Õߧå°√·æ∑¬å¡’°“√„Àâ ‘∑∏‘„π°“√ are credentialed to perform in their areas of
√—°…“·≈–∑”À—μ∂°“√‡©æ“–¥â“πμ“¡«ÿ≤‘°“√»÷°…“ expertise based on training, experience and
§«“¡‡™’ˬ«™“≠摇»… ·≈–ª√– ∫°“√≥å¢Õß·æ∑¬å certification.
·μà≈–∑à“π
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√–∫∫ “√ π‡∑»‚√ß欓∫“≈
Hospital Information System
‚√ß欓∫“≈œ ¡’ √ –∫∫ “√ π‡∑»∑“ß°“√
·æ∑¬å∑’ˇ√’¬°«à“ Microsoft Amalga HIS ‡ªìπ√–∫∫
∑’Ë¡’∞“π¢âÕ¡Ÿ≈·∫∫ Single Database ∑ÿ° Module Microsoft Amalga HIS maintains a single
√–∫∫∂Ÿ°ÕÕ°·∫∫¢÷Èπ‚¥¬¡Õß∑’˺ŸâªÉ«¬‡ªìπ»Ÿπ¬å°≈“ß∑—Èß database for all BI patients. The users can search
ß“π∑’ˇ°’ˬ«¢âÕß°—∫°“√√—°…“欓∫“≈‚¥¬μ√ß ·≈–ß“π key data including patient diagnosis, laboratory
π—∫ πÿπ‡™àπ √–∫∫°“√π—¥ μ“√“ß°“√ÕÕ°μ√«®¢Õß data, radiology reports, patient demographics,
·æ∑¬å √–∫∫∫—≠™’ °“√®à“¬‡ß‘π √–∫∫°“√ —Ë߬“ —Ëß etc. It also supports all hospital business trans-
μ√«®«‘π‘®©—¬∑“ßÀâÕߪؑ∫—μ‘°“√ ·≈–Õ◊ËπÊ ‡ªìπμâπ actions including appointments, scheduling,
æπ— ° ß“πºŸâ „ Àâ ∫ √‘ ° “√ “¡“√∂‡¢â “ ∂÷ ß ¢â Õ ¡Ÿ ≈ ∑’Ë billing, ordering, etc. The built-in paperless medical
”§—≠ ª√–°Õ∫¥â«¬¢âÕ¡Ÿ≈‡∫◊ÈÕßμâπ·≈–¢âÕ¡Ÿ≈‡°’ˬ«°—∫ record greatly increases the speed of patient
°“√«‘π®‘ ©—¬ °“√√—°…“∑ÿ°Ê à«π¢ÕߺŸªâ «É ¬·μà≈–√“¬ ‰¥â accessibility and is available online throughout
∑—π∑’ ¿“¬„μâ ‘∑∏‘„π°“√‡¢â“∂÷ߢâÕ¡Ÿ≈¢Õß·μà≈–∫ÿ§§≈ the hospital for authorized personnel.
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‡§√◊ËÕß¡◊Õ ·≈–‡∑§‚π‚≈¬’∑“ß°“√·æ∑¬å
Medical Equipment and Technology
°√–∫«π°“√®—¥°“√¢âÕ√âÕ߇√’¬π¢ÕߺŸâ√—∫∫√‘°“√
Complaint Management Process
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°“√«—¥ °“√«‘‡§√“–Àå ·≈–°“√®—¥°“√§«“¡√Ÿâ
Measurement, Analysis,
and Knowledge Management
μ—«™’È«—¥¢Õß‚√ß欓∫“≈∫”√ÿß√“…Æ√å ∑—Èßμ—«™’È BIûs key performance indicators includ-
«—¥º≈°“√¥”‡π‘π°“√√–¬– —Èπ √–¬–¬“« μ“¡∑’Ë√–∫ÿ„π ing key short-term and long-term financial mea-
«—μ∂ÿª√– ߧ凙‘ß°≈¬ÿ∑∏å ¢âÕ¡Ÿ≈μ—«™’È«—¥¡’°“√μ‘¥μ“¡ sures are identified in strategic objectives. These
‡ªìπ√“¬«—π √“¬‡¥◊Õπ √“¬‰μ√¡“ √“¬ªï μ“¡§«“¡ data are tracked daily, weekly, monthly, quar-
‡À¡“– ¡¢Õßμ—«™’È«—¥·μà≈–μ—« º≈®“°°“√μ‘¥μ“¡μ—«™’È terly or annually as appropriate and are used to
«—¥π”¡“„™â„π°“√μ—¥ ‘π„®‡™‘ß°≈¬ÿ∑∏å ·≈–°“√æ—≤π“ support decision making and innovation at all
π«—μ°√√¡ ”À√—∫ß“π∑ÿ°√–¥—∫ levels.
º≈°“√¥”‡π‘ π ß“π∑—È ß À¡¥®–∂Ÿ ° μ‘ ¥ μ“¡ All performance outcomes are tracked,
«‘‡§√“–Àå ·≈–‡ª√’¬∫‡∑’¬∫°—∫‡ªÑ“À¡“¬ º≈§«“¡ analyzed and compared with targets. These
”‡√Á®¢Õßμ—«™’È«—¥‡∑’¬∫μ“¡‡ªÑ“À¡“¬®–π”¡“√“¬ß“π results are reported in the quarterly operation
„π Operation Review ∑ÿ°‰μ√¡“ review.
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√–∫∫°“√μ‘¥μ“¡ ª√–‡¡‘πº≈ °“√¥”‡π‘πß“π¢ÕßÕߧå°√
Organizational Performance Measurement System (OPMS)
Determine who reviews Determine who reviews Determine who reviews Determine who
and frequency and frequency and frequency reviews and frequency
(By SIM) (By Financial Analyst) (By TQM) (By HR & Training)
No No
Target
Met?
Daily, Weekly, Monthly, Quarterly KPIs, Monthly, Quarterly KPIs, Financial Report (A2),
Financial Report (A2), HR and QPS Indicator HR, QPS Indicators Report and Communication
Report and Communication
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°“√®—¥°“√ “√ π‡∑» ‡∑§‚π‚≈¬’ “√ π‡∑» ·≈–§«“¡√Ÿâ
Management of Information, Information Technology,
and Knowledge
°“√ª√— ∫ ª√ÿ ß §ÿ ≥ ¿“æ·≈–∫∑‡√’ ¬ π∑’Ë ‡ √’ ¬ π√Ÿâ Improvements and lessons learned are
√à « ¡°— ∫ Àπà « ¬ß“πμà “ ßÊ „π‚√ß欓∫“≈œ ∑”ºà “ π shared with other organizational units through
À≈“¬™àÕß∑“ß ‡™àπ ß“π𔇠πÕ„π√–¥—∫ºŸπâ ”Õߧå°√ °“√ several mechanisms such as presentations at
ª√–™ÿ¡√“¬‡¥◊Õπ °“√‡¬’ˬ¡ ”√«®Àπ૬ߓπ À√◊Õ leaderships, monthly meeting, grand round, the
∫Õ√å¥ ◊ÕË “√¢Õßæπ—°ß“π √–∫∫‡Õ° “√ÕÕπ‰≈πå ß“π employee board, the bulletin board, the online
¡À°√√¡§ÿ≥¿“æª√–®”ªï ´÷Ëß°≈‰°μà“ßÊ ∑’Ë°≈à“«¡“ document system, CQI working group, and an
‡ªìπ°≈‰° ”À√—∫°“√®—¥°“√°“√‡√’¬π√Ÿâ¢ÕßÕߧå°√ annual QI conference are mechanisms for
organizational learning.
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º≈≈—æ∏å
Results
Healthcare Outcomes
1. Inpatient Mortality
2. Pediatric Heart Surgery Mortality
3. Neonatal Mortality
4. Unplanned Surgical Transfer to Higher Level of Care
5. Unplanned Return to Operating Room
6. Nosocomial Infection Rate
7. Surgical Site Infection Rate
8. Medication Errors reach to Patient in IPD & OPD
9. Inpatient Falls
Customer-Focused Outcomes
1. Customer Satisfaction
2. Customer Dissatisfaction
3. Customer Complaint Rate
4. Customer Loyalty
Leadership Outcomes
1. Key Quality and Award Accomplishments
2. % Goal Achievement
3. % of KPIs Achievement
4. Board Certified Doctors
5. Good Governance
6. Financial Performance Audit Result
7. Regulatory and Legal Compliance
8. Licensure Compliance
9. Community Knowledge Sharing
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√“ß«—≈·≈–§«“¡¿Ÿ¡‘„®
Awards and Recognitions
1999 - 1st Hospital in Thailand certified with ISO 9002:1994
1999 - 1st Hospital in Thailand accredited by Hospital Accreditation Thailand (HA)
2000 - 1st Hospital in Thailand certified with ISO 9000: 2000
2001 - 1st Hospital in Thailand re-accredited by HA
2002 - 1st Hospital in Asia accredited by Joint Commission International (JCI)
1999 - Hospital Management Asia (HMA) Award in Quality Management
2005 - 1st Hospital in Thailand re-accredited by Joint Commission International (JCI)
2006 - 1st Hospital in South East Asia certified by JCI Disease Specific Care for Acute Stroke and
1999 - STEMI (ST-elevated myocardial infarction)
2007 - 1st Private Hospital in Thailand certified with ISO 15189:2003 for All Laboratory Services
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TQA TOGETHER
ACHIEVE TOGETHER