Marshall K
Sunnybrook Health Science Centre, Toronto.
Healthc Manage Forum. 1995 Summer;8(2):32-6. doi: 10.1016/S0840-4704(10)60907-6.
Many North American companies have recognized the need to re-engineer their core processes to achieve breakthrough improvements in cost, service and efficiency. In fact, it is estimated that U.S. companies alone will spend millions on business re-engineering projects this year. But change experts say that most re-engineering is in name only, cautiously tackling only one process or department at a time. Even fewer hospitals have attempted this magnitude of change. Toronto's Sunnybrook Health Science Centre is the first institution of its size in Canada to embark on a multifaceted re-engineering strategy toward a model of patient focused care. The following is an overview of Sunnybrook's experience with the first of these strategies: multiskilling service workers. The concept of multiskilling provides for a focus on redesigning job classifications to broaden the scope of responsibility. For Sunnybrook, this entailed the amalgamation of six service positions--unit aide, health care aide, dietary aide, orderly, porter, housekeeper and attendant into one service assistant position.
许多北美公司已经认识到有必要对其核心流程进行重新设计，以在成本、服务和效率方面实现突破性提升。事实上，据估计仅美国公司今年就将在业务流程再造项目上花费数百万美元。但变革专家表示，大多数流程再造只是徒有其名，每次都小心翼翼地只处理一个流程或部门。尝试如此大规模变革的医院更是少之又少。多伦多的桑尼布鲁克健康科学中心是加拿大同类规模机构中首个着手实施多方面流程再造战略以实现以患者为中心护理模式的机构。以下是桑尼布鲁克在这些战略中的首个战略——服务人员多技能化方面的经验概述。多技能化的概念要求专注于重新设计工作分类以扩大职责范围。对桑尼布鲁克来说，这意味着将六个服务岗位——病房护理员、医疗护理员、膳食护理员、勤杂工、搬运工、清洁工和服务员合并为一个服务助理岗位。
