项目制模式提升患者就医体验创新实践

厉欣怡; 陈烨; 彭红; 吴佳玙

doi:10.16766/j.cnki.issn.1674-4152.004146

项目制模式提升患者就医体验创新实践

doi: 10.16766/j.cnki.issn.1674-4152.004146

厉欣怡¹,
陈烨^2, ,,
彭红³,
吴佳玙³

1.
上海市第一妇婴保健院/同济大学附属妇产科医院医务部，上海 200032
2.
上海市胸科医院/上海交通大学医学院附属胸科医院院办，上海 200030
3.
上海市胸科医院/上海交通大学医学院附属胸科医院门诊部
4.
上海市同仁医院/上海交通大学医学院附属同仁医院输血科，上海 200336

基金项目:

上海市卫生健康委员会2025年卫生健康政策研究课题 2025HP85

上海市医院协会医院管理研究基金 Q2023048

详细信息

通讯作者:
陈烨，E-mail：18717819172@163.com

中图分类号: R197.323
计量
- 文章访问数: 11
- HTML全文浏览量: 9
- PDF下载量: 1
- 被引次数: 0
出版历程
- 收稿日期: 2025-03-19
- 网络出版日期: 2025-10-31

Innovative practice of project-based model to enhance patients' medical experience

LI Xinyi¹,
CHEN Ye^{2
, ,},
PENG Hong³,
WU Jiayu³

1.
Medical Department, Shanghai First Maternity and Infant Hospital/Obstetrics and Gynecology Hospital of Tongji University, Shanghai 200032, China

摘要

摘要: 提升患者体验是医院高质量发展的要求，也是医院公益性的重要体现。近年来随着个性化、品质化医疗服务趋势的发展，国家出台了一系列文件，鼓励公立医院要不断改善医疗服务，提升患者体验。国内诸多医疗机构陆续进行了患者体验管理的实践探索，上海市胸科医院在借鉴当前国内外患者体验管理模式的基础上，以项目制模式创新探索了“3+3+3”患者体验运营管理模式，即“患者体验管理委员会、患者体验部、工作小组”三级组织架构，“管理委员会、职能部门、社会力量”三方协同运行，“发现问题、分析问题、整改问题”三阶段工作流程，同时推出“114”改善患者体验基础工程，即“搭建一个体验交流平台、建立一套体验评价工具、组建四支服务队伍”。通过项目引领、专常结合、缺陷管理，医院患者满意度逐年提升，上海医药卫生行风建设促进会的患者满意度调查结果显示，医院门诊患者满意度从2021年的96.72%上升到2023年的98.82%，住院患者满意度一直保持在99.9%左右，医院患者体验工作取得了较好成效，推动了医疗服务升级和医院高质量发展，也为其他医疗机构患者体验管理提供了参考与借鉴。
- 公立医院 /
- 患者体验 /
- 机制创新 /
- 高质量发展 /
- 项目制模式
Abstract: The enhancement of patient experience constitutes a prerequisite for the advancement of hospitals and signifies a pivotal aspect of hospital public welfare. In recent years, with the advent of personalized and high-quality medical services, the government has promulgated a series of documents encouraging public hospitals to continuously improve medical services and enhance patient experience. A significant number of medical institutions in China have embarked on a systematic exploration of the practice of patient experience management. In light of the prevailing domestic and foreign patient experience management models both domestically and internationally, Shanghai Chest Hospital has pioneered a novel "3 + 3 + 3" patient experience operation management model. This model employs a project-based approach, entailing a three-tiered organizational structure comprising the Patient Experience Management Committee, the Patient Experience Department, and the Work Group. It also involves the coordinated operation of the Management Committee, Functional Departments, and Social Forces, and a three-stage workflow encompassing the identification, analysis, and resolution of issues. Concurrently, the "114" basic project has been initiated to enhance patient experience encompassing the establishment of an experience exchange platform, establishing a set of experience evaluation tools, and the formation of four service teams. The implementation of project leadership, the integration of expertise and practice, and defect management has resulted in a steady increase in patient satisfaction within the hospital over the past several years. According to the findings of a patient satisfaction survey administered by the Shanghai Association for the Promotion of Medical and Health Conduct, outpatient patient satisfaction levels have exhibited an upward trajectory, rising from 96.72% in 2021 to 98.82% in 2023. In contrast, patient satisfaction levels have remained consistently high, maintaining around 99.9% over the observed period. The hospital' s initiatives in patient experience management have yielded commendable outcomes, contributing to the enhancement of medical services and the advancement of the hospital. These efforts have also served as a model and source of inspiration for the patient experience management practices of other medical institutions.
- Public hospitals /
- Patient experience /
- Mechanism innovation /
- High-quality development /
- Project-based model

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图 1 患者体验部门内部工作流程

Figure 1. Internal workflow diagram of the patient experience department

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表 1 患者体验部小组职能及工作职责

Table 1. Functions and responsibilities of the patient experience department group

小组	工作负责	主要职责
医疗流程组	诊疗质量	在诊疗规章制度落实、医疗安全质量保障、医疗服务高效便捷、患者权益充分体现等方面，不断发掘患者体验改善点，提升医疗服务水平。
	等待时间	持续缩短患者门诊排队候诊、医技检查等待、入院待床时间，提升患者等待时间的合理性。
精神文明组	服务态度	1.持续完善患者满意度测评和管理机制，梳理满意度测评中发现的问题、上级部门督查反馈的问题，积极落实整改，提升医务人员服务态度的友善性；
		2.医务体验官、患者体验代表、患者体验志愿者服务队伍的筹建与管理，积极做好患者体验部的社工志愿服务；
		3.患者体验工作宣传及舆论引导。
后勤保障组	就医环境	院区各类标识清晰、公共区域整洁有序、病房设施完善便利、停车设施完备充分、工作人员着装整洁、膳食丰富和费用合理，确保就医环境的舒适。
综合服务组	常规工作协调处置	1.接听患者体验客服热线，维护“患者体验收集”等平台媒介，及时处理患者诉求；
		2.汇总整理客服热线等平台上患者反馈的问题与建议，明确患者体验改善点，上报工作计划与目标；
		3.患者体验部日常活动的组织、协调，如健康教育讲座、医患沟通会、助老就医服务、患者问卷调查与回访等。

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表 2 患者体验测评量表条目

Table 2. Patient experience assessment scale items

测评维度	测评条目
就医环境	医院布局、场地标识、医院设施、就医停车、诊室环境、候诊环境、厕所卫生、保洁管理
服务流程	信息获取、预约就诊、检查预约和结果获取、门诊治疗、出入院办理、住院诊疗和手术各环节等待时间
服务质量	门诊导诊、门诊诊疗、医疗文书、治疗方案、住院查房、医护响应、疼痛管理、诊疗水平、诊疗效果、出院随访
服务态度	门诊工作人员态度、出入院工作人员态度、工勤人员服务态度、医护沟通耐心细致、病情反映渠道
辅助服务	为老服务设施、自助便民设施、病房洗漱设施、生活物品购买、营养膳食、安保设施
患者权利	患者资料获取、隐私保护、病情知情、治疗方案选择、投诉建议、支援帮助

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表 3 患者体验改善专项工作

Table 3. Special work for improving patient experience

项目名称	具体内容
复诊一日通	为减少复诊往返，改善复诊体验，推出复诊一日通，实现患者复诊上午检查，下午看诊，一天完成的便捷场景
云诊间门诊	通过“云诊间门诊”实现患者足不出户，就能线上看诊、配药、开检查，提升患者就医便捷程度、提高医疗服务可及性和诊疗服务效率
智能导医	为解决患者门诊就医无序问题，建立一站式智能导医平台，实现患者就医旅程映射和实时待办提醒
畅医通	针对高龄、军人、孕产妇、伤残等特殊群体，实现优先就医、智能化管理，提升特殊人群就医体验
“数智人”智能客服	充分运用AI技术，完善门诊智慧服务应用，推出数智人客服应用，以语音、人机交互的方式智能引导患者就诊
患者转运	为提升病房特殊群体检查体验，医院组织第三方工勤人员，每天按批次引导患者完成检查，提升检查效率和检查体验
健康心肺科普	为传递权威心肺防治知识，提升患者健康认知和自我管理，联合医生推出“健康直播+义诊”心肺科普项目
门诊诊区改造	门诊特需、医技科室重新进行改造，优化就医流程，改善就医环境
门急诊环境卫生清洁专项整治	加强公共厕所巡视打扫，安装空气除味设备，做好日常使用管理，确保门急诊区域环境整洁、厕所区域基本无异味
第三方外包公司服务满意度专项提升	进一步规范对第三方外包公司的管理，提高外包公司的服务能力；基于每日巡查及月度满意度反馈，及时处理、解决临床一线提出的问题

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