Gao Guolan, President of AVIC Healthcare, shares how hospitals can create differentiated quality services. She believes that service differentiation can be done in three aspects: quality, service and management. What exactly is quality service? How to do a good job of hospital quality service? How to make the hospital’s service different from other hospitals, so as to seek long-term development? On the afternoon of September 12, 2014, in the Cross-Strait Hospital Directors’ Forum, Ms. Gao Guolan, Chairman of AVIC Medical and President of Aviation General Hospital of China Medical University, shared with the participants the experience of Aviation General Hospital in creating quality services with differentiation. What is “quality service”? In Gao Guolan’s view, quality service is patient-centered, providing medical quality and services beyond expectations from the patient’s experience and feelings. She believes that if Aviation General Hospital wants to find a foothold in the capital city where there are many triple A hospitals, it must find value in its services and seek development through differentiation, and only in this way will the hospital achieve long-term development. Gao Guolan believes that quality service differentiation can be carried out from three aspects, namely quality differentiation, service differentiation and management differentiation. Quality differentiation: return to the essence of medical treatment and abolish intravenous infusion in outpatient clinics At present, many large state-owned hospitals are overcrowded, national adverse drug reaction incidents are frequent, and the annual infusion volume in China is greater than 10 billion bottles, the average is 8 bottles per person, and about 200,000 people die from infusion every year. For this reason, on September 22, 2013, the Health and Planning Commission issued the “Notice on Strengthening Health Education on Rational Drug Use”, which clarifies that medical institutions have the responsibility to strengthen the supervision of rational drug use and educate the public to change bad habits such as relying on infusion therapy. In addition, the Health Planning Commission also issued the “Ten core messages of rational drug use” to advocate rational drug use. Moreover, in Europe and the United States, intravenous infusion is a special treatment tool, mainly used for the treatment of patients with serious conditions. This is also an important reason why Aviation General Hospital is determined to abolish outpatient infusion. Gao Guolan believes that the fundamental purpose of abolishing infusion is to return to the essence of medical treatment, regulate medical behavior and protect patients’ interests. after the abolition of infusion on March 16, the outpatient volume of the hospital dropped to 0, and the space in the infusion room could be vacated for patients and transformed into a spacious rehabilitation center. In addition, the volume of emergency infusion started to decrease month by month in May following a slight trend of increase in April. At the same time the outpatient drug ratio and the overall drug ratio both decreased while the non-drug revenue increased. This measure not only ensures drug safety, but also reduces patients’ drug expenses, while regulating doctors’ medical behavior. Service differentiation: pay attention to patients’ feelings and set up a patient demand center The hospital analyzed the overall situation of the third-party satisfaction index scores of 18 “Triple A” hospitals in Beijing and found that the most unsatisfactory area for patients is the opinion channel, i.e., they can’t find a place to talk about their problems. 80% of medical disputes actually originate from a complaint about unsatisfactory services. In fact, 80% of medical disputes originate from a complaint about unsatisfactory service, which eventually develops into a crisis of doctor-patient relationship. The establishment of the Patient Complaint Center has effectively solved this problem. By fixing the place where complaints could not be found in a conspicuous place in the clinic, it has changed from passive to active and realized zero distance between doctors and patients. The Patient Complaint Center has nipped a large number of doctor-patient conflicts in the bud, resulting in a significant drop in medical disputes, while hospital staff management has been improved and the happiness index of staff has been raised. Management differentiation: optimization of the medical environment, the implementation of 6S management innovation The so-called 6S management that is organized (SEIRI), tidy (SEITON), clean (SEISO), clean (SEIKETSU), literacy (SHITSUKE), safety (SECURITY), 6S and 5S management, like the rise of Japanese enterprises. 6S management innovation connotation and role: organization The 6S management innovation is to distinguish between “to” and “not to”, to clean up the unwanted things thoroughly; to tidy up, to place the useful things and mark them; to clean, to keep clean and tidy; to standardize, to set up norms to keep beautiful and tidy; to educate; to safety, to develop Good habits, compliance with the system, to ensure safety. Many 6S management innovations are used in corporate processes on the assembly line, but it is still difficult to implement in hospitals. There is a saying that “good products cannot be produced in a garbage pile”, as a hospital, if it is very messy, patients will not trust, so the improvement of medical services and quality of care is imperative. The reason why it is difficult for hospitals to carry out 6S management is as follows: the work is heavy, most of the medical staff are full (over) workload, and then increase the task of 6S management, from ideological awareness to specific implementation are facing difficulties; hospitals are public places, patients and family members are frequent, personnel turnover flow, not easy to standardize management; there is no mature hospital 6S management model to follow. Gao Guolan said, because there is no mature 6S management model that can be borrowed, the aviation general hospital has to innovate completely on its own. Firstly, the hospital held a management conference in 2010 and set up a leading group, and at the same time issued relevant documents. At the same time, relevant experts were invited to train the personnel and go out to learn from other hospitals in AVIC. After more than a year of efforts, the hospital successfully passed the acceptance in 2011. After the implementation of 6S management innovation, the hospital has improved work efficiency, ensured product quality and reduced production costs by improving the working environment and enhancing the quality of personnel. In fact, differentiation is the intention to create a completely different atmosphere for medical treatment, including hardware and software, to ensure that patients have a good patient experience.