195 1 according to the spirit of the first health work conference of Tianjin Municipal Health Bureau, the hospital strengthened and improved the system construction and established the collective leadership system of the hospital board. 1978 under the guidance of the line, principles and policies of the Third Plenary Session of the Eleventh Central Committee of the Communist Party of China, the hospital abolished the revolutionary committee system in which the party and government were integrated, implemented a new leadership system under the leadership of the hospital party committee, and made the dean and department director responsible, clarified the responsibilities of each department, and gradually established and improved the post responsibility system. Especially since 1990s, under the guidance of Deng Xiaoping's Speech, the hospital has carried out a comprehensive management system reform. After several years of in-depth development, it has gradually pushed the management mode to a higher level and gradually adapted to the needs of economic and social development. 1998, according to the decision of the education and health working Committee of the municipal party Committee, the hospital implemented the division of labor responsibility system under the supervision of the party Committee. In May 2002, the hospital took the lead in carrying out the ISO900 1:2000 quality management system certification in the city's health system, and hired many domestic and foreign experts to explain the requirements and implementation guidelines of the ISO 900 1: 2000 version of the hospital quality management system to the middle-level leading cadres in the hospital, and compiled the management manual of our hospital. In order to better implement the quality management work, while strengthening the quality ward round work of the president, the hospital also increased the pre-ward round work of functional departments according to the standard of "PDCA (P-Plan D-Do C-Check A-Action), which made the hospital management work develop in a scientific, standardized and institutionalized direction, and made this work play a greater role in the hospital grade evaluation work of the Ministry of Health.
(2) Personnel training
Hospitals have always attached importance to personnel training. At the beginning of the hospital, a group of medical experts from Union Medical College Hospital, Peking University Hospital, Qilu Hospital and returned from studying in Europe and America, such as Zhu, Wu Yingkai, Yu, Yu Songting, Wang Zhongcheng, Zhang Tianhui, Zhang Chengda, Guo Cang, Wang Shixun, Yang Ji, Bu Fengju, Yuan Jiaqin and Liang Huatang, gathered in our hospital.
The main modes of personnel training in 1960s: sending them to school for full-time study, sending them to related brother units for further study, and exercising in practical work.
During the Ninth Five-Year Plan period, the hospital formulated the implementation plan of Tianjin Medical University's million-yuan youth talent training fund, and started the training project at the same time. During this period, the hospital continuously strengthened talent management and talent team construction, and comprehensively improved the overall quality of the discipline team. The talent team of the whole hospital presents three obvious characteristics: First, the team of discipline and academic leaders is younger. Second, the discipline team as a whole tends to be highly educated. Third, young and middle-aged technical backbones have become the main force in hospital medical treatment, teaching and scientific research.
During the Tenth Five-Year Plan period, according to the overall development of medical university construction and the construction goal of the "2 1 1" project, focusing on the construction of key disciplines, focusing on cultivating young and middle-aged academic leaders and innovative echelons in key disciplines, and focusing on comprehensively improving the quality of professional and technical teams, an effective mechanism for talent introduction, training, selection and use was established and improved, and a number of professionals with professional and technical expertise were trained. Establish a professional and technical team with reasonable age, knowledge and professional title structure, strong comprehensive strength in medicine, teaching and research, outstanding advantages in key disciplines and innovative spirit and ability. At the end of 2002, the hospital issued the Implementation Measures for the Selection of New Century Talents in the General Hospital of Tianjin Medical University and the Implementation Measures for the Selection of Young Professional and Technical Backbone in the General Hospital of Tianjin Medical University.
During the "Ninth Five-Year Plan" and "Tenth Five-Year Plan" periods, the hospital recommended outstanding professional and technical personnel to participate in 13 1 talent project, outstanding young and middle-aged professional and technical personnel of the Health Bureau, cross-century talents and young technical backbone of Tianjin Medical University, and talent selection in the new century. In 2003, 2005 and 2006, three batches were selected as college-level talents and young technical backbones. At present, the hospital has "13 1" talents in Tianjin, including 19 trans-century talents of medical university, 32 young technical backbones of medical university, 5 new century talents of medical university, 3 1 new century college talents and 25 young technical backbones of medical university. 54 people enjoy special government allowance, 2 people are awarded the title of outstanding contribution experts by the Ministry of Personnel, 5 people are awarded honorary experts by Tianjin, and 7 people are awarded experts by Tianjin.
In 2003 and 2005, our hospital was rated as an advanced collective in the construction of teaching staff in Tianjin Medical University.
(3) Talent echelon
The hospital has 2439 employees and 2 176 professional technicians, including 409 senior titles, 845 intermediate titles and 922 junior titles. There are 84 doctors and 239 masters. There are 42 doctoral supervisors and 42 master supervisors 169. Among medical, teaching and scientific research personnel (69 1), the proportion of senior professional titles is 40.65%; The proportion of people with master's degree or above (323) is 46.75%, of which 47.2% are under 45 (498) with master's degree or above (235), and the doctoral degree accounts for13.26%; 45 years old and under (37 years old) with senior professional title (15 1) is 24.5%; Under 40 years old (85), 42.7% are associate senior titles (199); The average age of medical teaching and research team is 40.6 years old.
"2 1 1 Project" focuses on building medical, teaching and scientific research teams (142 people), with master's degree or above (90 people) accounting for 63.4%; Among them, 69% people under the age of 45 (103) have a master's degree or above (7 1), and 29% have a doctoral degree (30). Among them, 73.8% are under 40 (80) with a master's degree or above (59) and 32.5% with a doctoral degree (26). Most of the key construction disciplines of "2 1 1 project" are led by young and middle-aged experts.
Medical staff 69 1, nursing staff 938, technicians 383, other professional technicians 164, administrative logistics staff 263. The ratio of beds to medical staff is 1: 0.48, and the ratio of beds to medical staff is 1: 0.65.
(4) Equipment management
Use foreign government loans and self-raised funds to introduce first-class equipment to serve the scientific research, teaching and clinic of our hospital and benefit the people. From the introduction of the first large-scale expensive precision medical equipment CT machine in China to the introduction of digital gastrointestinal machines and various X-ray machines with loans from the French government in the 1990s. Magnetic resonance equipment imported with bank loan. ECT equipment imported with Israeli loan. And CT, LA, X-knife, CR, drug concentration detector, flow cytometry, laser focusing microscope, surgical navigation system, etc. The hospital pays attention to the cost-benefit analysis of large-scale expensive instruments and equipment, and rationally uses large-scale inspection equipment, with a high positive diagnosis rate. At the same time, the hospital has established a system of equipment depreciation and income return, which has improved the investment benefit of equipment. Using advanced equipment, our hospital has trained a large number of talents, published thousands of papers and solved many clinical problems. In 2 1 century, PET-CT equipment was introduced by the Israeli government with a loan, which was mainly used for the diagnosis of early tumors and metastatic tumors. Advanced equipment and technology have laid a solid foundation for the integration of the overall level of medicine, teaching and research in our hospital with the international advanced level. Up to now, the hospital has nearly 230/kloc-0 sets of advanced medical equipment with a registered capital of more than 400 million yuan.
(5) Logistics management
After the reform and opening up, the functions of logistics management have been further clarified, that is, to ensure the normal operation of water, electricity, gas, refrigeration, heating, communication, material supply, washing and daily maintenance in the hospital, and to serve doctors, teachers and researchers wholeheartedly. In 2003, our hospital began to do ISO900 1-2000 quality management system certification. Through many internal audits, the Logistics Department has established and improved various management systems, responsibilities and assessment standards, established more than 80 program documents and operation documents, and gradually formed a relatively complete management system. It is clear that the quality goal of logistics service is to actively and timely serve all clinical departments in the hospital, basically achieving three times (receiving, sending and repairing), ensuring three links (water supply, electricity supply and ventilation), avoiding two leaks (water leakage and electricity leakage) and achieving two satisfaction (satisfaction of employees and patients).
With the rapid development of hospitals and the introduction of modern equipment and advanced technology, the scope and knowledge of logistics work are getting wider and wider. In view of the characteristics of many kinds of logistics, strong technology, large stalls and wide scope, the employees are older and the overall cultural level is lower. The logistics leading group pays attention to the education of all staff from the management, improves the overall quality of the logistics team, carries out targeted special education around the central work of the hospital, pays close attention to the post responsibility system and post technical training, establishes the idea of "patient-centered" and implements the promised service, which makes it difficult for me to be independent, convenient for front-line dedication and dedication, and actively serves the clinical front line for many years, receiving, sending and maintaining at home. Combined with the requirements of quality management system certification and hospital rating for logistics work, various management systems have been established and improved, and the working mechanisms of "rules to follow", "evidence to check", "someone to be responsible" and "someone to supervise" have been realized, which has enabled employees to form a unified model under the constraints of the system, promoted the improvement of work efficiency and service quality, and laid a solid foundation for the normal operation of the hospital as a whole.