The 5-year Development Plan For Hallym University Medical Center : Its Tasks and Action Plan MIDDLE

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The 5-year Development Plan For Hallym
University Medical Center Its Tasks and Action
PlanMIDDLE LONG TERM STRATEGIC MANAGEMENT /
ACTION PLAN
September, 2002

• The Development Team for System Construction and
  Medical Service Enhancement at Hallym University
  Medical Center (HUMC)

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• The Vision of HUMC

? VISION 2003 Might Hallym

• Forwarding the Hospital-Specific Specialized
  Medical Services
• Strengthening core calibers of each hospital
• while considering the environments and
  special characteristics of each community
• where each hospital is located
• Setting up strategies to increase outpatients

• Activating Academic
• Research Activities
• Constructing the infrastructure
• (foundation formation) to strengthen
  academic research activities
• Making arrangements to stimulate goal
  achievements

MIGHT HALLYM
VISION 2006

• Strengthening Education
• Forstering Hallym as outstanding
  university
• - Strategy to secure the high recognition
  on HUMC along with the 5-Year Development
  Plan of Hallym University

• Forming the foundation for Development and
  Constructing Infrastructures
• Rearranging all management systems,
  man-power, organization management systems
  Improving in-house processes and
  customer-value processes

Establishing and Implementing the 5-Year
Development Plan of HUMC
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• Background for the 5-Year Development Plan of
  HUMC

?Background
MIGHT HALLYM
POINT Securing supports from all facuty members
and personnel is a MUST
Constructing "Mighty Hallym under the resolution
to be reborn through spontaneous and active
participation of all faculty members and
personnel

• Background
• - To cope pro-actively with changing internal
  and external environments
• - To unfold "The Second Leap-off Campaign" for
  a new start
• - To lay a foundation for the grand shift of
  thoughts and actions and for strengthening
• its competitiveness

• Internal Environment
• - Slow growth - Low spirit of the
  organization
• - Ever-increasing turnover rate of faculty
  members
• and personnel

• External Environment
• - Increases in competing hospitals
• - Changes in health and medicare policies
• - Changes in customers needs

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• Implementation Phases of the 5-Year Development
  Plan

• Implementation by Phases

POINT Gradual innovation required
Phase of Introduction
Phase of Establishment
Phase of Expansion
Phase of Reinforcement
Phase of Completion
2002
2003
2004
2005
2006

• Activating academic research activities
• Strengthening core calibers (including
  specialization of major medical service areas)
• Constructing infrastructures for service
  innovation
• Innovating management
• Renovating organization culture

The rolling plan for developmental strategies,
considering the rapidly changing
environment of medical services, is required. ?
The continuation of managerial innovation
should be maintained.
MIGHT HALLYM
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• Innovation Tasks for Successful Completion of
  the 5-Year Development Plan

POINT Conception Shift and Execution

• Innovation Tasks

Mind Innovation
New Resolution
New Start
System Innovation
Renovation of Organizational Culture and
Management of Human Resources
MIGHT HALLYM
Renewed Hospital
Refreshed Will
Service Innovation
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• The Picture of Hallym Medical Center in 2006

Constructing the Leading First-ClassHospitals
Mighty Hallym
Balanced Growth
Feed-back
Healthy Management
In-House Process
Customer Satisfaction
Faculty Personnel Satisfaction
Improvement toward Customer-Centered Process

• Securing Reliability
• Securing Recognition/Preference
• Securing Brand Loyalty

• Reduced Turnover Rate
• Improved Satisfaction
• Increased Productivity

• Management to increase Profitability
• Management to Enhance Productivity
• Management to value knowledge/Future

. Increased Profitability by Patient -
through securing patients with serious
illnesses . Increased Number of New/Old
Patients - through expanding medical
service market . Increased Knowledge, Capital
and Technology - through accumulating
medical knowledge, enhancing the research
quality and securing the reputation
for the first/the best medical services
. Renovated Process - research and development,
medical service mix, trust build-up .
Customer Management Process - continuous
improvement for enhancing patient
satisfaction . Operation Process - betterment
in managing receiving/medical service,
medication and meal service
. Enhanced Quality of Medical Service
-professional/simplified/ standardized
offering of medical service . Changed
Attitude of the Faculty and Personnel -
kind and friendly staff (doctors,nurses,
general workers) - care for visitors . Facility
Improvement - parking space/rest area/highly
pleasant environment
. Strengthened Caliber of Faculty and
Personnel - upgraded expertise,service
mind, training and education, research
activities, etc. . Being the Best Hospitals in
offering welfare Benefits and
Satisfying Working Conditions
Successful Implementation of the 5-Year
Development Plan of HUMC
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Establishment of Detailed Tasks to Implement
the 5-Year Development Plan of HUMC
? Organization of the Development Team for System
Construction and Medical Service Activation
Chairman
Presently Brainstorming the Tasks to Drive by Part
The Development Team

• medical center system build-up area
• all staff evaluation system area
• area of insurance policy counter-measures and
  charge item development

• medical record printing area
• home-page management computer program
  development area
• PRpromotion area

• service system root-taking area
• education area
• in-house personnel management area

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Major Driving Tasks for the 5-Year Development
Plan of HUMC

• Major Tasks Brainstormed by Part

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Action Plan for Driving Tasks for the 5-Year
Development Plan of HUMC
?. Directions
?. Task Implementation by Top-down
Bottom-up Approach - Expressing a firm and
resolute will to practice the 5-Year
Development Plan into Action - Inducing all
faculty and personnel to join actively and
spontaneously - Securing their support
?. Gradual Implementation of Diving Tasks
Based on Priority Classification - Inducing
a stable soft landing of the 5-Year
Development Plan by placing priority on areas
which can be carried out early and can
generate relatively big spill-over effects
(? minimizing the trial-and-error rate)
Putting Core Activities into Action
?. Clarifying the Division of Power
Responsibility - In the implementation of the
driving tasks, the department in charge of
each task should be clarified the
quarterly or half-year assessment/rewarding
system should be established through
presentation. (? constructing a feed-back
system)
?. Expanded Operation based on the Test
Operation Result of Major Tasks - In case of
major tasks, instead of all-out
implementation of all tasks, the implementation
effects at a test-operation hospital will be
assessed and be sufficiently reviewed.
?Then, they are to be expanded.
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Action Plan for Driving Tasks for the 5-Year
Development Plan of HUMC

• ?. Time Table

• Task Classification based on Task
  Characteristics
• Tasks Requiring Early Implementation
• - tasks whose effects are so ensured
  that individual hospitals can implement them
  immediately under
• their circumstances
• Tasks Requiring Reviews Before Implementation
• - tasks demanding in-depth reviews and
  additional considerations on cost/man-power and
  conditions
• for their implementation, though their
  effects are judged to exist
• - tasks requiring Chairman's decisions at
  the policy level
• Time Table

Category September October November December January, 2003 February, 2003 March, 2003
Tasks Requiring Early Implementation
Tasks Requiring Reviews
FEED BACK
To be implemented individually by hospital
Assessment/Rewarding Feed-Back
Task Classification
Classifying the test hospital and implementation
methods Implementing
(Note) subject to change for correction and
supplement depending on the progress
Attached Driving Tasks and Action Plan by Part