Tabish S A, Sinha R P, Kumar A
All India Institute of Medical Sciences, New Delhi.
J Acad Hosp Adm. 1991 Jan;3(1):1-8.
The prosperity of organisations is recognised as being dependent on their comparative productivity. Productivity expresses a relationship between outputs from a system and the inputs which go into this creation. Hospital activities have to be assessed. Results have to be evaluated. The medical and paramedical staff have to quantify procedure and assess them qualitatively in order to improve the standards of care. Assessment techniques already introduced in many hospitals have succeeded in reducing the number of antibiotics (and their cost) and the amount of blood used in certain operations and also cutting the wait for operations. As long as there is unused capability in the individual or the productive system, increases in productivity can be achieved without decline in quality. If one focuses on quality while holding speed constant, quality should improve, waste should be eliminated, and productivity should increase. This can happen as long as the individual, or group of individuals, is willing to exert effort and has the capacity to achieve the quality--productivity levels desired. It is the operations manager's task to provide the facilities, tools and desired (motivation) to do so.
组织的繁荣被认为取决于其相对生产力。生产力体现了一个系统的产出与投入到创造过程中的投入之间的关系。医院的活动必须进行评估。结果必须进行评价。医护人员必须对医疗程序进行量化，并对其进行定性评估，以提高护理标准。许多医院已经采用的评估技术成功地减少了抗生素的使用量（及其成本）以及某些手术中的用血量，同时还缩短了手术等待时间。只要个人或生产系统存在未被利用的能力，就可以在不降低质量的情况下提高生产力。如果在保持速度不变的同时关注质量，质量应该会提高，浪费应该会消除，生产力也应该会提高。只要个人或个人群体愿意付出努力并具备达到期望的质量——生产力水平的能力，这种情况就会发生。运营经理的任务就是提供这样做所需的设施、工具和动力。
