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基于“互联网+中医药”背景下我院智慧药房管理模式的建立及实践
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| 篇名： | 基于“互联网+中医药”背景下我院智慧药房管理模式的建立及实践 |
| TITLE： | |
| 摘要： | 目的：探索在“互联网+中医药”背景下智慧药房的管理模式，促进智慧药房工作与服务质量的提升。方法：梳理我院智慧药房信息平台、内部机构的设置情况，归纳我院对智慧药房的监督管理及智慧药房内部质控体系的建立情况，并评价我院智慧药房开展和监管的成效。结果：我院搭建了基于“互联网＋中医药”的信息平台，将医院信息设置分为线上和线下，并对不适用于线上办理代煎和配送服务的处方作了明确规定和系统锁定设置，实现从医院到智慧药房的有效信息传送；智慧药房搭建了包括药品电子处方流转系统、全程处方条码识别管理系统、药品电子处方审核与调剂系统、智能化煎药控制管理系统、智慧药房配送管理系统等服务平台，实现了智慧药房到患者之间信息的无缝衔接；智慧药房内部机构设置包含处方审核中心、调剂中心、煎煮中心、个体化制剂制作中心、物流中心和客服中心等6个部门；从医院管理层面和药学部管理层面对智慧药房的工作全流程进行日常监督管理；通过建立审方中心质控体系、调剂中心质控体系、煎煮中心质控体系、个体化制作中心质控体系、物流中心质控体系、客服中心质控体系、智慧药房药学人员培训机制等体系以控制智慧药房内部服务质量。我院智慧药房自2015年6月启动以来，享受智慧药房服务的人群大幅增加，患者享受的服务类型、服务机会增加，增加了配送服务，增加了个体化制剂加工配送的服务，而且智慧药房服务能力远超过我院的需求，其他医疗机构可以共享智慧药房的平台。单纯统计我院的情况，日均处方量由2015年6－12月的387张上升至2018年的1 433张；差错率呈下降趋势，其中审方异常率、调剂差错率、煎煮差错率、服务客诉率分别由2015年6－12月的2.10％、0.13％、0.52％、0.13％降至2018年的0.45％、0.05％、0.27％、0.04％，物流及时总妥投率由93.20％上升至97.06％。结论：目前现有的信息平台、内部机构、质控体系及监管体系能保证智慧药房的有序运行，保证药品、煎药、配送质量。但我院智慧药房的发展尚处于起步阶段，今后仍需坚持强化信息化软硬件建设、规范各环节操作、加强人员培训、建立有效质控体系，探索更客观的监管机制。 |
| ABSTRACT： | OBJECTIVE： To explore the management model of smart pharmacy under the background of “Internet+TCM”， and to promote the improvement of the work and service quality of smart pharmacy. METHODS： The information platform and internal organization of smart pharmacy in our hospital were combined； the supervision and management of smart pharmacy and the establishment of quality control system in smart pharmacy were summarized and the development and supervision effectiveness of smart pharmacy in our hospital were evaluated. RESULTS： Our hospital established the information platform on the basis of the “Internet+TCM”. Hospital information setting were divided into online and offline. The prescriptions that were not suitable for online handling decoction and distribution service were clearly defined and the system locking settings were set up to realize effective information transmission from hospital to smart pharmacy. The service platform of smart pharmacy were set up including electronic prescription circulation system， whole-course prescription barcode recognition management system， electronic prescription audit and dispensing system， intelligent decoction control management system， smart pharmacy distribution management system， etc. It had realized seamless connection of information between smart pharmacy and patients. The internal organization included six departments： prescription audit center， dispensing center， decoction center， individualized preparation production center， logistics center and customer service center. Our hospital conducted daily supervision and management of the entire work process of the smart pharmacy from aspect of hospital management and pharmacy management. The internal service quality of smart pharmacy could be controlled by quality control system of prescription reviewing center， dispensing center， decocting center， individualized preparation center， logistics center and customer service center and pharmaceutical personnel training mechanism in smart pharmacy. Since the start of the smart pharmacy in June 2015， the number of people receiving the services of smart pharmacy had increased significantly， and the types of services and service opportunities for patients had added； the distribution service had added， and the service of individualized preparation processing and distribution had also added. Moreover， the service capacity of smart pharmacy far exceeded the demand of our hospital， and other medical institutions could share the platform of smart pharmacy. By simply counting the situation in our hospital， the average number of daily prescription increased from 387 in Jun.-Dec. of 2015 to 1 433 in 2018； the error rate showed a downward trend， among which the abnormal rate of prescription reviewing， the dispensing error rate， the decoction error rate and customer service complaints rate decreased from 2.10％， 0.13％， 0.52％， 0.13％ in Jun.-Dec. of 2015 to 0.45％， 0.05％， 0.27％， 0.04％ in 2018； total timely investment rate in logistics increased from 93.20％ in Jun.-Dec. of 2015 to 97.06％ in 2018. At present， the existing information platform， internal organization， quality control system and supervision system could ensure the orderly operation of smart pharmacy and could ensure the quality of drugs， decoction and distribution. CONCLUSIONS： However， the development of smart pharmacy in our hospital is still in its infancy. In the future， it is still necessary to strengthen the construction of information software and hardware， standardize the operation of various links， strengthen personnel training， establish an effective quality control system and explore more objective supervision mechanisms. |
| 期刊： | 2019年第30卷第18期 |
| 作者： | 钟燕珠，李辉诚，区炳雄，罗锐，林华 |
| AUTHORS： | ZHONG Yanzhu，LI Huicheng，OU Bingxiong，LUO Rui，LIN Hua |
| 关键字： | 互联网+中医药；智慧药房；管理模式；实践；成效 |
| KEYWORDS： | Internet+TCM； Smart pharmacy； Management model； Practice； Effectiveness |
| 阅读数： | 1123 次 |
| 本月下载数： | 19 次 |
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