일 의료원의 통합 고충처리센터 접수 내용과 이에 대한 해결방안 분석

탁관철; 박현주; 천자혜; 강은숙; 문주영; 최미영; 김현주; 강진경

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자료유형: 학술저널

저자정보: 탁관철 (연세대학교 의과대학 세브란스병원 성형외과학 교실) 박현주 (연세대학교 의과대학 세브란스병원 적정진료관리실) 천자혜 (연세대학교 의과대학 세브란스병원 적정진료관리실) 강은숙 (연세대학교 의과대학 세브란스병원 적정진료관리실) 문주영 (연세대학교 의과대학 세브란스병원 적정진료관리실) 최미영 (연세대학교 의과대학 세브란스병원 적정진료관리실) 김현주 (연세대학교 의과대학 세브란스병원 적정진료관리실) 강진경 (연세대학교 의과대학 세브란스병원 내과학 교실)

저널정보: 한국의료질향상학회 한국의료질향상학회지 한국의료질향상학회지 제7권 제1호

발행연도: 2000.1

수록면: 118 - 131 (14page)

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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.

#Patient complaints #Continuous quality improvement #Patient satisfaction #Strategic planning #Hospital management #Policy making

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