1991年以来,我院后勤系统开始对班组的服务保障工作实施改革,逐步探索出以病人为中心,以优质为核心、以低耗为标准,以高效为方向、以改革为手段加强后勤建设的思路,取得了可喜成效。 1 转换机制增效 深化医院后勤改革是破除旧的后勤管理体制,建立健全新的运行机制,解决忽视成本核算,不重经济效益,责、权、利、脱节,提高后勤工作生机与活力的根本出路问题。 1.1 将后勤社会化服务,酌情改为服务社会化,使部分人员的工作达到以收补支、上交利润的目的 Since 1991, the logistics system of our hospital has begun to reform the service support of the team and gradually explored the patient-centered approach, with quality as the core and low-cost as the standard, with high efficiency as the direction, and reform as the means to strengthen logistics construction. The idea has achieved gratifying results. 1 The transformation mechanism to increase efficiency and deepen the hospital logistics reform is to get rid of the old logistics management system, establish and improve a new operating mechanism, solve the problem of neglecting cost accounting, not focusing on economic efficiency, responsibilities, rights, benefits, out of touch, and improve the vitality and vitality of logistics work. Way out. 1.1 Change logistics socialization services to socialization of services where appropriate, so that the work of some personnel can achieve the purpose of recouping and paying profits.