2022中德高水平醫(yī)院管理會(huì)議于5月27日下午在鄭州市骨科醫(yī)院順利舉行。非常感謝張業(yè)龍?jiān)洪L(zhǎng)、王愛國(guó)常務(wù)副院長(zhǎng)、梅偉副院長(zhǎng)、黃萬新副院長(zhǎng)、黃梅副院長(zhǎng)等院領(lǐng)導(dǎo)的鼎力支持及各職能部門負(fù)責(zé)人的積極參與。Mayer教授以“醫(yī)院成功的閉環(huán)，就是保持卓越”為題傾情分享他管理慕尼黑哈拉興骨科醫(yī)院20余年的經(jīng)驗(yàn)，著重提到醫(yī)院質(zhì)量的管控。評(píng)定醫(yī)院質(zhì)量的五個(gè)維度：病人滿意度、病人關(guān)系管理、設(shè)施便利程度、決策效率以及病人療效。其中，前面四點(diǎn)考驗(yàn)的是醫(yī)院的流程優(yōu)化和管理質(zhì)量，假如病人對(duì)醫(yī)院基礎(chǔ)設(shè)施、后勤服務(wù)等細(xì)節(jié)感到不滿，即使療效再好也得不到病人的滿意。除了流程管理，一家醫(yī)院成功的核心是醫(yī)療質(zhì)量的把控和提高，要保持高質(zhì)量的醫(yī)療服務(wù)，必須做到對(duì)并發(fā)癥率和風(fēng)險(xiǎn)的管控。在討論環(huán)節(jié)中，Mayer教授提到，關(guān)于人才培養(yǎng)，醫(yī)院并不需要耗費(fèi)大量成本去聘請(qǐng)?jiān)跇I(yè)內(nèi)已極度有聲望的“學(xué)術(shù)帶頭人”， 而是要發(fā)掘國(guó)內(nèi)第二梯隊(duì)的“明日之星”做科室主任，為他們提供成長(zhǎng)的平臺(tái)和空間，讓他們成為真正的學(xué)術(shù)領(lǐng)袖，只有醫(yī)院親自培養(yǎng)出來的人才才會(huì)真正留在醫(yī)院，這是防止人才流失的關(guān)鍵之處。醫(yī)院不是去聘請(qǐng)人才，醫(yī)院是培養(yǎng)屬于自已的人才。人才才是一家醫(yī)院的核心競(jìng)爭(zhēng)力。

The Sino-German Video Conference on High-level Hospital Management 2022 was held successfully on May 27 at Zhengzhou Orthopedics Hospital.We highly appreciate the great support from the President Zhang Yelong, the Executive Vice President Wang Aiguo, the Vice Presidents Mei Wei, Huang Wanxin and Huang Mei as well as the attendance of all the administrators. Prof. Mayer shared his experience in managing Sch?n Klinik Munich Harlaching with a lecture titled The keys to success of a hospital - How to build and maintain excellence in which he emphasized the importance of hospital quality. The hospital quality categories include patient satisfaction patient relationship management amenities and convenience decision making efficiency and patient outcomes. The first four categories can be summarized as the process and management quality of a hospital. A perfect outcome does not count if a patient is dissatisfied with the infrastructure or other services. Besides, the core of the success is to keep the medical quality high which is to control complication rates and risks. During the discussion, Prof. Mayer also shared his insights in talent cultivation. It is not necessary to spend too much effort to hire a “key opinion leader” as the chief of a department. Instead, we should explore the young and talented “rising stars” who are at the second row of good surgeons and offer them the opportunity and help to grow up as a real “key opinion leader”. The key to maintain the talents is to cultivate our own key opinion leaders instead of hiring external talents. Talents are the core competitiveness of a hospital.