jian di slides...big data leads the research of management consulting theory to a new stage 1.2 the...

管理咨询理论的创新与实施Innovation and Implementation of Management Consulting Theory

Beijing Tonghe Zhicheng Hospital Management Consulting Co., Ltd.

Jian DiCMCThe man of the year for management consulting and trainingAn executive member of China Enterprise Confederation Management Consultation CommitteeThe chairman of Beijing Tonghe Zhicheng Hospital Management Consulting Co., Ltd.

Add：Wanda Square D, 8-817, Tongzhou District, China Beijing TEL：+86-010-81517012

Beijing Tonghe Zhicheng Hospital Management Consulting Co., Ltd. www.thzc.net

管理咨询理论的创新与实施

大数据驱动管理咨询理论进入新阶段1

管理咨询理论研究在大数据背景下的创新2

经验与数据相结合的管理理论创新3

经验型管理理论研究仍然光辉4

Big data leads the research of management consulting theory to a new stage

Innovation of management consulting theory based on big data

Innovative theory that combines big data and traditional management experience

Importance of research about traditional management theory

Innovation and Implementation of Management Consulting Theory

2


1、大数据驱动管理咨询理论进入新阶段

v 大数据是伴随着互联网的发展而产生的。

v “颠覆性创新”在全球兴起，特别是在中国表现得更加明显。

l 在中国，阿里巴巴的“淘宝”颠覆了传统的商业流通模式，

“滴滴”几乎一夜之间颠覆了“出租车公司”，“支付宝”颠

覆了支付模式，“微信支付”又在颠覆“支付宝”，等等。

v Gartner公司最早为大数据做了定义：“大数据”是需要新处

理模式才能具有更强的决策力、洞察发现力和流程优化能力来

适应海量、高增长率和多样化的信息资产。

v 麦肯锡全球研究所给出的定义是：一种规模大到在获取、存储、

管理、分析方面大大超出了传统数据库软件工具能力范围的数

据集合，具有海量的数据规模、快速的数据流转、多样的数据

类型和价值密度低四大特征。

v 在中国，大数据应用渗透到了所有行业，如电子商务、电信、

金融、医疗、物流、交通、政府公共服务、教育等等，政府更

加重视大数据的应用和发展。

v “颠覆咨询业”，不是危言耸听，已经是事实。

v 多年前我们发现，客户需要的不是我们提供的方法，而是我们

能够提供的数据，特别是运用大数据提供新的理论模型和新的

方法论。

1.1 大数据改变了社会


v Big data is associated with the development of internet.v Subversive innovation rising in the worldwide, especially in

China.l In China, Alibaba's Taobao has subverted traditional business

model, DiDi has subverted taxi enterprise overnight, alipayhas subverted traditional payment modes, and WeChat Pay issubverting alipay now, etc.

v Gartner ever gives “big data” definition as follows “Big datais high volume, high velocity, and/or high variety informationassets that require new forms of processing to enableenhanced decision making, insight discovery and processoptimization”.

v McKinsey Global Institute report ever defined big data as adata collection that are so large or complex that traditionaldata processing application softwares are inadequate to dealwith them. Challenges include capture, storage, managementand analysis.

v And McKinsey Global Institute report also characterizes bigdata as follows: large volume, fast data flow, diversified datatype and low value density.

v As the application of big data penetrated into every trades,such as electronic commerce, telecom, finance, medicalservice, logistics, transportation, the government publicservice, education, etc., the government of China is payingmore attention on development and implementation of bigdata.

v The view of “big data subvert consulting industry” soundsinconceivable but is the naked truth.

v After years practice we found that, what clients need is notthe way we provide but the data we could provide, especiallythe new theoretical models and methodologies that come outfrom big data.

1.1 Big data changes the society

3



1.2 经验型管理咨询理论创新遇到的新问题

不适应Inadaptation

难以描述的小区域市场Inenarrable small-area market

行业领导者越来越聪明Industry leader is getting smarter

市场周期越来越短Market cycle is getting shorter

营销模式彻底被颠覆Marketing model is subverted thoroughly

需要的是数据，不是顾问Data is becoming more important than consultant


1.2 The new problems in the innovation of traditional management theories

4



1.3 管理咨询理论研究的三个方向

三个方向Three directions

大数据和经验型结合的理论研究Research that combines big data and traditional theory

基于大数据基础上的理论研究Theoretical research based on big data

经验型的理论研究Research on traditional theory


1.3 Three directions of the research on management consulting theory

5












6


2、管理咨询理论研究在大数据背景下的创新

Ø 互联网催生的大数据技术恰恰需要管理

咨询者将其运用到社会发展中。

Ø 从这个意义上讲，不是“颠覆咨询业”，

而是“咨询业颠覆自己”，投入到新的环境

中进行研究和创新。

Ø 仅仅就大数据而言，不在于通过互联网

收集到的海量数据，而在于将这些数据进行

有意义的专业处理。

Ø 所以，大数据不足以让人敬畏，更没有

必要被神化。

Ø 对于咨询从业者，将大数据进行加工，

使得大数据“增值”，形成新的管理咨询理

论，运用到新的社会发展实践中，恰恰是我

们的责任。

Ø 下面将介绍我们基于大数据条件下的管理

咨询理论创新的案例。


Ø Big data created by internet is needed toapply into social development by managementconsultants.

Ø In this sense, it’s not big data subvertconsulting industry, but that we subvertourselves and devote to research and innovatein new environment.

Ø In terms of big data, it is not to capture thelarge value of data from internet, but toprofessionally handle these data to make datameaningful.

Ø Therefore, big data should not be awed ordeified.

Ø As management consultants, it’s our duty tohandle big data, increase its value, proposemanagement consulting theory and implementthese theories into social development.

Ø And now, I’ll introduce two cases abouttheoretical innovation on managementconsulting based on big data.

7


案例1 医疗机构九宫格理论的创新及实践

Ø 医疗机构九宫格理论创立于2015年，是基于区

域医疗大数据基础之上的医疗机构管理咨询理论模

型；

The Sudoku theory is a kind of theoretical model

that was put forward in 2015. The theory model is

based on big data of regional medical industry and is

used in hospital management consulting widely;

Ø 是将不同类型医疗机构最重要的两个运营特征

归纳出来，集合成九宫格理论，指导机构进行战略

评估及规划。

The Sudoku theory is combined of two

dimensions, which are the most important operating

characteristics of different types of medical institution.

And it has been an applicable theory to evaluate

medical institutions and then guide their strategic plans.


Case study 1： Innovation and implementation of Sudoku theory

8

The Sudoku Model of Medical Organizations

Index 1

Index 2

医疗机构九宫格

指标2

指标1






9

5

23

42

60

5 23 42 60

The Sudoku Model of Maternal and Child Hospital

Market Share of

Puerperant

Percentage of Obstetric Income

妇保院九宫格

产科收入占比

产妇市场份额

指标计算：Index calculating formula

产妇市场份额＝本院产妇数量／本区域产妇数量

×100%

Market share of Puerperant = the number of puerperant

in this hospital / the number of puerperant in this

region* 100%

产科收入占比＝产科收入（含产科门诊）／全院业

务收入×100%

Percentage of obstetric income = obstetric income /

total income of the hospital * 100%

Model A






患者市场份额=住院市场份额×0.65+门诊市场份额

×0.35

Market share of patient = market share of inpatient *

65% + market share of outpatient * 35%

两项收入占比=药品收入占医疗收入比例+卫生材料

占医疗收入比例

Percentage of two incomes = percentage of medicine

income among the total medical income + percentage

of medical material income among the total medical

income

The Sudoku Model of General Hospital

Model B

Percentage of Two Incomes

20

40

60

80

15 30 45 60

综合医院九宫格

10

患者市场份额

Market Share of Patient

两项收入占比







患者市场份额=住院市场份额×0.65+门诊市场份额

×0.35；

Market share of patient = market share of inpatient *

65% + market share of outpatient * 35%






income


The Sudoku Model of TCM Hospital

Model C中医医院九宫格

11

5

20

35

50

20 33 47 60

患者市场份额


两项收入占比Percentage of Two Incomes






职工人均医疗收入=医院医疗收入／职工人数

Per medical income of hospital staff = total medical

income of the hospital / number of hospital staff






income

The Sudoku Model of Basic Hospital

Model D

Per Medical

Income of Hospital

Staff

基层医院九宫格

12

0

8

16

24

10 40 70 100

职工人均医疗收入

两项收入占比Percentage of Two Incomes




5

23

42

60

5 23 42 60

纯金pure gold

赤金pink gold

次金gold

足银pure silver

纹银fine silver

次银silver

紫铜red copper

黄铜brass

青铜bronze

案例1

以妇保院九宫格为例的战略评估、规划及实施（妇保院：为区域妇女、儿童设立的医疗机构）strategic evaluation, planning and practice of the Sudoku theory in maternal and child hospital （that is set for the regional women and children）.

5

23

42

60

5 23 42 60

妇保院九宫格

基本概念Definition

发展战略的高度归纳Conclusion of Development Strategy

做强产科

做大综合To develop general department


The Sudoku Model of Maternal and Child Hospital The Sudoku Model of Maternal and Child Hospital

Market Share of

Puerperant


Market Share of

Puerperant


Todevelop

obstetrics

13

医疗机构九宫格理论的创新及实践

产妇市场份额

产科收入占比


产妇市场份额

产科收入占比

妇保院九宫格



1

2

34 5

67 8

91011

1213

1415

16 1718 19

20 2122 23

24 2526

27 282930 3132

335

23

42

60

5 23 42 60

案例1

妇保院九宫格


No. Province Hospital POI（%）

MSDW（%）

No. Province Hospital POI（%）

MSDW（%）

1 Guangxi Yangshuo 49 60 18 Guangxi Dongxing 29 28

2 Hunan Nanxian 47 54 19 Guizhou Zhengan 47 27

3 Guangxi Tiandeng 34 48 20 Guangxi Quanzhou 35 24

4 Hunan Liuyang 33 46 21 Hunan Rucheng 47 24

5 Chongqing Xiushan 48 45 22 Guangxi Guiping 20 21

6 Guangxi Wuming 33 42 23 Guizhou Dejiang 35 19

7 Guangxi Tianyang 35 39 24 Yunnan Gejiu 34 17

8 Guangxi Jingxi 46 39 25 Guizhou Jianhe 37 17

9 Guangxi Debao 29 37 26 Yunnan Yanshan 57 16

10 Guangxi Baise 24 37 27 Guangxi Jiangnanpian 40 14

11 Guangxi Binyang 25 35 28 Guangxi Sanjiang 53 14

12 Guangxi Rongan 22 34 29 Guangxi Liuer 21 13

13 Guangxi Daxin 20 33 30 Hunan Jingzhou 33 12

14 Guizhou Ziyun 38 32 31 Chongqing Pengshui 42 10

15 Chongqing Jiangxin 39 32 32 Guangxi Yizhou 28 9

16 Guizhou Qianjiang 39 30 33 Guangxi Nanning 21 6

17 Fujian Changting 45 29


Market Share of

Puerperant


行业对比Industry Contrast

产科收入占比

产妇市场份额

14

医疗机构九宫格理论的创新及实践Case study 1： Innovation and implementation of Sudoku theory

POI: Percentage of Obstetric IncomeMSDW: Market Share of Puerperant

妇保院九宫格数据表The Sheet of the Sudoku Model of Maternal and Child Hospital



2

34 5

67

8910 11 1213

1415

1617 1819 20

2122 23

24 25

26 2728

29 3031 32 33

3435 3637 38

39

404142 4344

45 4647

4849

50

51

525354

55

5657

1

20

40

60

80

15 30 45 60

案例1

综合医院九宫格



The Sudoku Model of General Hospital



No. Province Hospital PTI（%）

MSP（%）

No.

Province Hospital PTI（%）

MSP（%）


MSP（%）

1 Guizhou Cengong 36 77 20 Guizhou Zhenyuan 45 55 39 Yunnan Nanjian 45 46

2 Guizhou Tianzhu 43 76 21 Yunnan Shilin 46 55 40 Guizhou Yinjiang 44 45

3 Guizhou Leishan 37 74 22 Guizhou Zhenning 33 55 41 Yunnan Xinping 30 44

4 Guizhou Shibing 40 73 23 Guizhou Wuchuan 34 54 42 Yunnan Yongping 42 44

5 Guizhou Pingtang 43 69 24 Yunnan Ximeng 27 54 43 Guizhou Meitan 48 44

6 Yunnan Fumin 46 64 25 Guizhou Xinpu 47 52 44 Guizhou Shiqian 41 42

7 Guizhou Zhengan 42 64 26 Guizhou Jianhe 30 52 45 Guizhou Songtao 33 42

8 Yunnan Menglian 33 62 27 Yunnan Maguan 31 52 46 Guizhou Jinsha 37 41

9 Guangxi Pubei 32 61 28 Yunnan Wuding 45 52 47 Guizhou Kaiyang 41 41

10 Yunnan Shuangjiang 35 61 29 Yunnan Shiping 35 51 48 Yunnan Heqing 43 38

11 Yunnan Yuanmou 42 61 30 Yunnan Binchuan 36 51 49 Guizhou Zhijin 37 37

12 Guizhou Xishui 46 60 31 Yunnan Cangyuan 28 51 50 Yunnan Yanshan 37 35

13 Yunnan Mojiang 30 59 32 Guizhou Ziyun 35 51 51 Guizhou Xiuwen 30 34

14 Guangxi Rongan 31 59 33 Guangxi Guiping 46 51 52 Yunnan Weixin 27 34

15 Yunnan Jingdong 30 58 34 Guizhou Pingba 34 48 53 Yunnan Luquan 34 33

16 Yunnan Ningdong 27 57 35 Guizhou Sansui 28 47 54 Yunnan Xichou 32 33

17 Yunnan Yongren 35 56 36 Guizhou Chishui 51 47 55 Guizhou Yanhe 45 27

18 Guizhou Longli 49 55 37 Yunnan Yaoan 30 46 56 Guangxi Xinping 49 22

19 Guizhou Dejiang 24 55 38 Yunnan Tonghai 35 46 57 Yunnan Jinningeryi 31 21

两项收入占比

患者市场份额

15



PTI: Percentage of Two IncomesMSP: Market Share of Patient

综合医院九宫格数据表The Sheet of the Sudoku Model of General Hospital



2

3

4

5 67

8 910

1112 1314

15

16

1718

1920 21

222324

25

26

2728

2930

31 32

33

34

35 3637

3839 40

4142

434445

4647

48 4950

1

5

20

35

50

20 33 47 60

案例1




MSP（%） No. Province Hospital PTI

（%）MSP

（%） No. Province Hospital PTI（%）

MSP（%）

1 Guizhou Sansui 31 48 18 Hunan Yizhang 43 20 35 Guizhou Jinping 41 14

2 Guizhou Suiyang 38 39 19 Guizhou Jinsha 32 20 36 Guangxi Hezhou 50 13

3 Guizhou Zhenning 41 36 20 Hunan Qiyang 39 20 37 Guizhou Shatufenyuan 37 13

4 Guizhou Libo 38 34 21 Guizhou Yinjiang 42 20 38 Hunan Jingzhou 38 13

5 Hunan Linwu 36 28 22 Yunnan Mojiang 46 19 39 Guangxi Xincheng 44 12

6 Guizhou Dongshan 37 28 23 Guizhou Fuquan 34 18 40 Guizhou Dafang 45 12

7 Xinjiang Wusu 48 28 24 Guizhou Wuchuan 40 17 41 Guangxi Longan 38 12

8 Guizhou Wengan 36 27 25 Hunan Huitong 32 17 42 Guizhou Liujiang 33 12

9 Guangxi Tiandong 37 27 26 Hunan Suining 56 17 43 Guangxi Napo 60 12

10 Hunan Xinhuang 28 26 27 Guizhou Tongren 34 17 44 Guangxi Lingchuan 39 12

11 Guizhou Jiangkou 28 23 28 Guizhou Debao 43 16 45 Guizhou Liping 35 12

12 Guangxi Jingxi 34 23 29 Guangxi Xiangzhou 42 16 46 Hunan Anxiang 44 10

13 Hunan Baojing 41 22 30 Guangxi Jinxiuyaoyi 59 16 47 Guizhou Huishui 35 8

14 Yunnan Fengqing 30 22 31 Guangxi Wuming 33 15 48 Hunan Nanxian 38 8

15 Guizhou Jianhe 36 22 32 Guizhou Dejiang 35 15 49 Guizhou Tianzhu 51 7

16 Hunan Xintian 47 21 33 Guizhou Puding 56 14 50 Guangxi Tianlin 47 7

17 Yunnan Luquan 29 21 34 Chongqing Rongchang 50 14

The Sudoku Model of TCM Hospital



中医医院九宫格

两项收入占比

患者市场份额

16



PTI: Percentage of Two IncomesMSP: Market Share of Patient

The Sheet of the Sudoku Model of TCM Hospital中医医院九宫格



1 2 3

4 5 6

7 891011

12

1314

15

16 1718

1920

2122

2324 25

2627

2829

30

31 323334

35 36

0

8

16

24

10 40 70 100

案例1

基层医疗机构九宫格



No. Province Hospital PTI(%)

PMIHS(%)

No. Province Hospital PTI(%)

PMIHS(%)

1 Guangxi Xiaopingyang 37 14 19 Guangxi Qiaogong 55 72 Guangxi Huaqiaoshequ 38 14 20 Guangxi Qianhua 45 73 Guangxi Hexi 62 13 21 Guangxi Zhenglong 59 74 Guangxi Qianjiang 35 13 22 Guangxi Nansi 62 75 Guangxi Putao 54 12 23 Guangxi Shiya 54 76 Guangxi Taodeng 65 12 24 Guangxi Sishan 52 77 Guangxi Gaotian 52 11 25 Guangxi Wushan 66 68 Guangxi Jinbao 60 11 26 Guangxi Honghe 44 69 Guangxi Baisha 54 10 27 Guangxi Beiwu 51 610 Guangxi Shiling 49 10 28 Guangxi Chengzhongshequ 57 511 Guangxi Pingba 41 10 29 Guangxi Fenghuang 67 512 Guangxi Liangjiang 44 9 30 Guangxi Dali 83 513 Guangxi Liangtang 58 9 31 Guangxi Chengnanshequ 51 514 Guangxi Mengcun 57 8 32 Guangxi Pingyang 63 515 Guangxi Dawan 53 8 33 Guangxi Yangdi 61 516 Guangxi Chengbeishequ 53 8 34 Guangxi Gaoan 58 417 Guangxi Sanwu 56 8 35 Guangxi Sushe 59 318 Guangxi Chengxiang 52 7 36 Guangxi Qidong 78 3

The Sudoku Model of Basic Hospital

Per Medical

Income of Hospital

Staff


职工人均医疗收入

两项收入占比

17



PTI: Percentage of Two IncomesPMIHS: Per Medical Income of Hospital Staff

基层医疗机构九宫格The Sheet of the Sudoku Model of Basic Hospital


迄今为止，运用九宫格理论开展的管理咨询项目已接近400家。So far the Sudoku Model has served for about 400 hospitals.


5

23

42

60

5 23 42 60

靖州靖州

靖州靖州

靖州

武鸣武鸣

武鸣

武鸣武鸣

武鸣

阳朔

阳朔阳朔

阳朔

阳朔阳朔

宾阳

宾阳

宾阳

宾阳

宾阳宾阳

天等

天等

天等

天等天等

5

23

42

60

5 23 42 60

案例1

发展轨迹评估

妇保院九宫格

选择战略路径

降低产科收入占比策略To decrease the percentage

of obstetric income

提高市场份额策略

To increase market share



The Selection of the Development Strategic PathThe Evaluation of Development Path


Market Share of

Puerperant


Market Share of

Puerperant


并行战略parallel strategy

产科收入占比

产妇市场份额

产科收入占比

产妇市场份额

妇保院九宫格The Sudoku Model of Maternal and Child Hospital

18




产妇市场份额

案例1




Market Share of

Puerperant


5

23

42

60

5 23 42 60

降低产科收入占比策略To decrease the percentage of obstetric income内部能力：产科场地严重不足 Internal circumstance: lack of space 外部环境：产科竞争对手强大 External circumstance: strong competitors1. 大保健模式的建立 Construction of the model of the integration of health

care with medical treatment2. 增加床位措施 Increase inpatient-beds3. 分科措施 Department specialization4. 绝对提高门诊人次 absolute improvement outpatient amount5. 绝对提高住院人次 absolute improvement inpatient amount6. 非基本医疗项目的增加 development non-basic medical service program7. 学科带头人建设 cultivation of academic leader8. 产后保健项目措施 development postpartum care program9. 妇科（中医）项目建设 increase diagnosis and treatment ability of

gynecological disease10. 儿科（中医）项目建设 increase diagnosis and treatment ability of

paediatric diseases11. 儿保（中医）项目建设 increase diagnosis and treatment ability of child

health care12. 妇保（中医）项目建设 increase diagnosis and treatment ability of

female health care13. 各种手册（中医） increase Chinese medicine treatment ability and

promote TCM treatments14. 内部转诊制度的建立与实施 establish internal transfer system 15. 互联网服务系统建设 establish hospital + internet system

妇保院九宫格

产科收入占比

战略措施的选择The Selection of Strategic Measures

19




产妇市场份额

案例1

5



Market Share of

Puerperant


5

23

42

60

5 23 42 60

The Sudoku Model of Maternal and Child Hospital提高市场份额策略The strategies to increase market share 内部能力：产科场地充足 Internal circumstance: enough space外部环境：产科竞争对手一般 External circumstance: weak competitor1. 强化建卡渠道建设 construction the channel of managing a pregnancy

test card 2. 绝对提高建卡份额 increase the percentage of the number of woman

that managed a pregnancy test card in this hospital among the total number of woman who managed a pregnancy test card in this region.

3. 绝对提高孕检数量 increase the number of woman who takes pregnancy test in this hospital

4. 合理提高孕检非基本医疗收入 increase non-basic medical income in the pregnancy test process reasonably

5. 优化孕期服务流程 optimize pregnancy test process6. 增加孕期保健服务项目 increase health care program for pregnant

woman7. 提高孕妇学校教学质量 improve education quality of pregnancy school8. 强化区域孕产妇管理 strengthen management of pregnant woman in

this region9. 提高建卡生产率 increase the percentage of woman who gives birth in

this hospital among the people who manages a card here.10. 提高孕检人数生产率 increase the percentage of woman who gives

birth in this hospital among the people who takes pregnancy test here11. 强化孕妇互联网服务体系建设 strengthen hospital + internet

construction产科收入占比

妇保院九宫格战略措施的选择

The Selection of Strategic Measures

20




产妇市场份额

Market Share of

Puerperant

2、管理咨询理论研究在大数据背景下的创新案例1





5

23

42

60

5 23 42 60

并行战略

parallel strategy同时具备提高产妇市场份额和降低产科收入占比的各项

条件而采取的措施。

All the measures meet the conditions that mentioned

above(to decrease the percentage of obstetric income and to

increase market share).

战略措施的选择The Selection of Strategic Measures

产科收入占比

妇保院九宫格

21



纯金pure gold

赤金pink gold

次金gold

足银pure silver

纹银fine silver

次银silver

紫铜red copper

黄铜brass

青铜bronze

5

23

42

60

5 23 42 60

纯金pure gold

赤金pink gold

次金gold

足银pure silver

纹银fine silver

次银silver

紫铜red copper

黄铜brass

青铜bronze23, 10

9, 6

16, 11

20, 17

21, 22

22, 27

23, 35

5

23

42

60

5 23 42 60


战略实施强度选择

妇保院九宫格

A

B

C

弱 weak

2016年858万元

2017年1191万元

2018年1635万元

2019年2121万元

2020年2906万元

确定战略目标



The Enforcement Degree of Strategic Measures

Identifying the Strategic Objectives

The Sudoku Model of a Maternal and Child Hospital

22


产妇市场份额

Market Share of

Puerperant

Percentage of Obstetric Income产科收入占比

产妇市场份额

Market Share of

Puerperant

Percentage of Obstetric Income产科收入占比

妇保院九宫格

The Sudoku Model of a Maternal and Child Hospital

强 strong

弱 weak



确定年度战略目标

current situation现状

Total income业务收入3470万元

Puerperant产妇3247

Fee per time次均费5771元

Obstetric income产科收入1874万元

Market share份额45%

Gynecology 4.85millon妇科485万元Pediatrics 6.96 million儿科696万元neonatology dept. 1.65millon新生儿科165万元department of children's health prevention 1.09 million儿保科109万元internal medicine department 0.67 million内科门诊67万元Other incomes 0.85 million其他85万元

Percentage of obstetric Income

产科收入比54%

Measure措施

Index 指标

Puerperant产妇2535

Market share份额39%

Fee per time次均费5771元

Obstetric income产科收入1463万元

Percentage of obstetric income

产科收入比59%

To increase market shareof Puerperant

提高产妇市场份额

To Decrease Percentage of Obstetric Income降低产科收入占比

Merit pay绩效

Assessment考核

To increase market share提高市场覆盖



Setting the Strategic Objectives

23



24.7,32.1

27.0,38.820.0,33.2

23.5,41.0

22.3,39.9

22.7,41.1

20.5,51.9

25.8,40.2

31.8,42.1

5

23

42

60

5 23 42 60

份额高High Share

质量好Good quality

份额高High Share

质量差Bad quality

份额低Low Share

质量好Good quality

份额低Low Share

质量差Bad quality


战略实施的监测和调整

广西宾阳县妇保院九宫格



Supervision and adjustment ofimplementation of strategic measures

The Sudoku Model of Binyang Maternal and Child Hospital

Market Share of

Puerperant

Percentage of Obstetric Income24


产妇市场份额

产科收入占比



小结

在中国：

首次开辟了运用大数据为医疗机构提供管理咨询；

首次为不同医疗机构的发展做了清晰的定位；

首次将制定不同医疗机构发展战略区别开来；

首次建立了不同医疗机构社会价值模型；

首次将不同地区不同医疗机构的社会价值进行对比；

首次提出不同医疗机构发展战略的新思路；

首次提出不同医疗机构发展战略的不同路径；

首次提出制定年度发展计划的新方法论；

具有极强的可操作性。



In China：It’s the first time that big data is used in medical institution

management consulting；It’s the first time that a theory model is raised to guide various

medical institutions to position themselves；It’s the first time that different medical institutions are given clear

development strategies according to their own circumstances；It’s the first time that a social value model is established that is

suitable for different medical institutions；It’s the first time that different medical institutions in different

regions can compare their social value；It’s the first time that a new strategic development idea is raised

to guide different medical institutions；It’s the first time that various development measures are raised to

development different medical institutions；It’s the first time that a new methodology is raised to formulate

annual plan；The theory is very practical.

25


Summary












26


3、经验与数据相结合的管理理论创新

在企业内部和政府公共服务部门中更多需要的是经验与数据相结合的管理理论创新。Innovative theory that combines big data and traditional management experience indeed are needed within the

enterprise and in public service organizations.

基于中国第三产业的快速发展，服务行业亟待出现新的有关文化建设的管理理论；

医疗机构是服务业中最具代表性的组织之一；

作为医疗行业的专业咨询机构，多年来坚持不懈的进行理论创新与实施；

该研究成果不仅限于医疗组织，对服务业也均有意义；

该研究不仅限于中国，对全球服务业也均具有意义。


As the rapid development of tertiary industry in China, culture construction related to management theory is

badly needed;

Medical institution is one of the most representative organizations of tertiary industry;

As medical institution management consulting company, we have insisted to innovate and practice for years;

This research not only is suitable in medical industry, but also has guiding significance to the whole tertiary

industry; not only is applicable in China, but also has global significance.

27

案例2 医院文化建设的研究Case study 2： Research on the construction of hospital culture



传统的医院文化没有将服务对象作为文化建设的主要对象，文化建设的概念十分抽象，管理者往

往是作为“思想工作”加以管理。

THZC定义的医院文化建设：

医院文化是医院对待患者态度的集中反映，是医院员工对待患者态度的集中反映，是患者及其家

属直接或间接感受到的满意程度。

这个定义对服务业具有普遍的理论指导和实践意义。


The definition of traditional hospital culture is very abstract, and doesn’t pay enoughattention to patients. Most hospital managers take hospital culture as ideological work, anddidn't pay enough attention on it.

Definition of hospital culture by THZC:Hospital culture is the reflection of the attitude of hospital and their staff to patients, it

also can affect patients feeling about hospital directly and indirectly.The definition has guiding significance to tertiary industry.

28

案例2 医院文化建设的研究Case study 2： Research on the construction of hospital culture



医院文化诊断模型的建立

0

10

20

30

40

50

60

70

80

90

100

0 20 40 60 80 100

医院文化诊断（s-p）模型

服务水平

慈善型：公立性医疗机构应有的基本文化特征，服务水平高，不逐利。Charity: high service level, low desire to chase benefit. the public medical institutions should be in this type.

冷漠型：服务水平低也不逐利，没有热情和积极性的文化。Indifferent: low service level, low desire to chase benefit. A kind of culture without enthusiasm.

企业型：营利性高端服务的基本文化特征，服务水平高，但逐利。Enterprise: high service level, high desire to chase benefit. A typical culture of profit-making hospital.

离散型：服务水平和逐利程度表现一般，具有较强的可塑性。Discrete: moderate servicelevel and moderate desire tochase benefit. Akind of culturewith high plasticity.

海盗型：服务水平很差，用不正当的手段牟取暴利，属于短期行为的文化。Pirate: low service level andhigh desire to chase profit(mostly illegally), a hospitalwith this kind of culture canoperate no longer.

逐利程度


The Desire to Chase Benefit

ServiceLevel

Hospital Culture Diagnosis Model

Hospital Culture Diagnosis Model

服务水平：service level 逐利程度： Profit seeking degree29

Case Study 2


Outpatient Path


公交

自行车

电动摩托

生病

120

自驾

步行

导医

急诊挂号收费

就诊预约

挂号候诊

叫号

门诊留观

急诊留观

住院处

门诊收费

转院短信服务电话回访复诊预约

门诊手术输液门诊换药门诊药房门诊治疗

放射检验超声心电图病理胃镜血管造影

入院宣教医生查床医生会诊远程会诊护理服务手术 ICU

医院

出院结算短信服务电话回访复诊预约出院

转院短信服务电话回访复诊预约

太平间家属离开

离开医院

复诊预约

进院前路径门急诊路径住院路径医技路径

康复治疗

门诊医生

急诊医生

急诊治疗

医院文化现状诊断指标体系的建立


“Patient-First”Hospital Culture System

Pre-Admission Path

Hospitalization Path Medical Examination Path

No. 体验分类Examination 指标 Indexes

155 方便Convenient 是否配置费用查询系统 if installed charge enquiry system?

156 礼仪Etiquette 收费员微笑率

if toll collector offer service with a smile?

157 方便Convenient 人均门诊缴费等待时间达标率

how long patient wait when out-patient payment?

158 服务Service 收费员唱收唱付率 receive and pay in soft tone?

159 服务Service 是否配备电子叫号系统 if installed calling & queuing system?

160 服务Service 收费员主动问候率 if toll collector provide active service?

161 礼仪Etiquette 接受专业微笑服务培训率

if medical workers receive etiquette training?

162 礼仪Etiquette 收费人员礼貌送别率 if toll collector see patient off politely?

163 管理Managgement 收费人员工作差错率 if toll collector miswork?

164 服务Service 是否有收费窗口对讲机

if install interphone in charge windows?

165 方便Convenient 是否有价格公示 if publicize price?

166 服务Service 收费人员在岗率 if toll colletor on duty?

167 服务Service 忙时收费窗口开放数

if opening window number is enough for patients?

168 方便Convenient

是否配备特殊窗口？（军烈属、老弱病残孕）

if open particular window for old people/child/pregnant women/families of revolutionary martyrs and servicemen?

30

Case Study 2


Indexes of "Patient First" Hospital Culture

完整体验指标分类统计"Patient First" Hospital CultureIndex Summary

服务,151

方便,86

管理,78

环境,68

礼仪,27

Statistics of all the Indexes



序号No.

指标 Index 方便Convenient

服务Service

管理Management

环境Environment

礼仪Etiquette

合计Total

1 预约 Appointment 5 4 92 院前 Pre-Admission 9 2 113 自驾 Self-driving 7 1 84 公交 By Bus 2 25 步行 On Foot 3 36 到院 Hospitalization 5 15 6 19 3 487 120 120 4 7 2 1 148 导诊 Hospital guide 5 4 2 4 159 挂号 Registration 4 1 4 2 1110 候诊 Awaiting diagnosis 4 3 1 2 1011 就诊 Seeing a Doctor 1 14 6 1 1 2312 医生 Doctor 7 7 1 1513 交费 Paying 4 6 1 3 1414 医技 Medical Technical Inspections 13 4 2 1 4 2415 门诊治疗 Outpatient Treatment 2 6 2 2 1216 取药 Take Medicine 5 2 1 1 2 1117 回家 Hospital Discharge 2 2 418 复诊 Subsequent Visit 1 4 519 转院 Transfers 5 3 820 急诊 Medical Emergency 4 3 3 3 1321 急诊转院 Transfer in Emergency 1 3 3 722 办理入院 Admission to Hospotial 3 3 623 住院处 Admission Office 4 1 2 724 住院病区 Hospital Ward 12 10 9 25 5625 会诊 Consultation of Doctors 1 7 2 1026 护理 Nursing 9 5 2 1627 手术 Operation 6 1 3 1028 ICU ICU 2 229 康复 Rehabilitation 5 1 2 830 出院 Discharge From Hospital 2 11 1 1431 患者死亡 Death of Patient 1 1 4 632 体检 Physical Examination 1 4 3 8

Total 86 151 78 68 27 410

31

Case Study 2

Convenient，86

Service,151

Management，78

Environment，68

Etiquette，27



17

55 62 65

72

47

31

1623

32

6757

444038

58 45

2

14

60

2425

10

5450

66

29

64

8

44

2215 13

21

63

3430

6

70

27

35

5

59

3936

53

3

2849

1

4356

26

11

71

41

18

51

33

19

46

2037

7

48

12

42

9

686961

0

10

20

30

40

50

60

70

80

90

100

0 10 20 30 40 50 60 70 80 90 100

医院文化诊断结果

医院文化现状的诊断


No. Province Hospital DCB SL No. Province Hospital DCB SL No. Province Hospital DCB SL

1 Guangxi Wumingfuyou 70 71 25 Guizhou Cengong 45 56 49 Hunan Nanxianfuyou

65 51

2 Hunan Liuyang 87 69 26 Guizhou Xiazi 45 56 50 Guangxi Yangshuo 53 51

3 Jiangsu Kunshankangfu

62 65 27 Guangxi Rongan 62 55 51 Shanxi Shenmu 68 51

4 Guizhou Dejiangzhongyi

41 65 28 Guizhou Wengan 62 55 52 Guangxi Tanzhong 72 50

5 Guangxi Wuming 74 65 29 Hunan Xinhuang 67 55 53 Guizhou Yanhe 43 50

6 Guangxi Liuzhouhonghui

55 64 30 Guangxi Lingchuan 35 54 54 Guangxi Xincheng 53 50

7 Guangxi Xingbin 47 63 31 Zhongqing Jiangjin 61 54 55 Guangxi Pingguolv 4 50

8 Guangxi Tianyang 39 62 32 Xinjiang Akesu 48 54 56 Guangxi Yizhou 50 499 Yunnan Chenggong 38 61 33 Yunnan Gejiu 38 54 57 Guizhou Qianxi 68 49

10 Guangxi Debao 42 61 34 Guangxi Debaozhongyi

29 54 58 Hunan Linwu 64 49

11 Guizhou Jiangkou 51 61 35 Hunan Anxiang 60 53 59 Yunnan Binchuan 62 4912 Guizhou Zhenning 55 61 36 Yunnan Ningdong 33 53 60 Hunan Baojing 51 49

13 Zhongqing Rongchang 75 61 37 Guangxi Guiping 55 53 61 Yunnan Yanshanfuyou

14 48

14 Yunnan Jingdong 36 59 38 Yunnan Shiping 71 53 62 Guizhou Tianzhu 26 48

15 Yunnan Shuangjiang 29 59 39 Xinjiang Wusu 46 53 63 Yunnan Fengqingzhongyi

16 47

16 Zhongqing Binyang 67 58 40 Guangxi Liudongkong

70 52 64 Guizhou Xiangzhou 51 47

17 Yunnan Fengqing 13 58 41 Hunan Qiyang 85 52 65 Guizhou Suiyang 45 46

18 Guizhou Chishui 67 58 42 Fujian Changting 67 52 66 Zhongqing Xiushan 57 46

19 Yunnan Xinping 49 58 43 Hunan Nanxianzhongyi

67 52 67 Guangxi Xijiang 58 45

20 Yunnan Yongping 13 58 44 Guangxi Liudongfu 72 52 68 Yunnan Baoshananli 61 4521 Guizhou Sansui 37 57 45 Guangxi Longan 67 52 69 Guizhou Zhengan 31 4522 Guizhou Songtao 54 57 46 Guizhou Libo 52 52 70 Yunnan Wuding 57 4023 Guangxi Tiandong 59 56 47 Guizhou Xishui 41 51 71 Guizhou Zhijin 54 30

24 Guizhou Jianhe 52 56 48 Guangxi Ronganfuyou

60 51 72 Henan Gushi 46 30The Desire to Chase Benefit

ServiceLevel

Diagnosis on Current Condition of Hospital Culture

Result of Diagnosis of Hospital Culture

服务水平

逐利程度

32

Case Study 2

医院文化诊断结果数据表Result of Diagnosis of Hospital Culture


0

10

20

30

40

50

60

70

80

90

100

0 20 40 60 80 100

政府办改进区

社会办非营利改进区

营利性医院改进区


33

医院文化改善方向示意图

医院文化改善方向

医院文化建设年度计划

慈善型Charity

企业型Enterprise

冷漠型Indifferent

海盗型Pirate

离散型Discrete

第一阶段改进措施

第二阶段改进措施

第三阶段改进措施

医院文化改善计划


ServiceLevel

The Desire to Chase Benefit The Desire to Chase Benefit

ServiceLevel

Improve Direction of Hospital Culture Plan to Improve Hospital Culture

Annual Plan to Improve Hospital CultureDiagram of Improving Direction of Hospital Culture

The first-stage measures

The second-stage measures

The third-stage measures

Non-profitable hospitals run by government

Non-profitable hospitals run by society

For-profit hospital服

务水平

逐利程度

服务水平

逐利程度

Case Study 2



“Very good! I’m always telling my relatives that the hospital of XingBin District is the best hospital I ever seen! They provide good service, and doctors here are all very considerate.”

广西兴宾区人民医院开展医院文化建设专项管理咨询后患者非常满意。After launch the patient-first hospital culture construction program, patients are increasingly satisfied with the medical service applied by Xingbin District People’s Hospital.

中国广西兴宾区副市长、区委书记韦平极其重视项目开展，到医院检查医院文化建设情况并看望职工和患者。Wei Ping - vice mayor and secretary of Xingbin District Committee of the CPC, attaches great importance to the patient-first hospital culture construction program, and ever goes to the hospital to visit the patients and work staff of the hospital.

医院文化建设项目取得明显效果The patient-first hospital culture construction program achieves remarkable results


34

Case Study 2


3、经验与数据相结合的管理理论创新中国广西兴宾区副区长韦壮听取文化建设专项管理咨询汇报，并提出具体要求。Wei Zhuang-Deputy District Chief, was listening to the work reports about the construction of patient-first hospital culture, and gave specific demands.


35












36


一盘散沙Enterprise in a state of disunity

乱世重典Heavy penalties

in times of trouble

姑息养奸Foster evil propensities

员工违反制度程度The Degree of Staff Disobeying System

4、经验型管理理论研究仍然光辉

经验型管理咨询在提升组织管理水平活动中仍然光辉，不因为大数据和互联网的出现而被颠覆，多年来我们做了大量的研究，在提高客户管理水平中发挥着重要作用。

If applied appropriately, traditional management theory can also have great guidingsignificance in strengthening organization management, not be subverted by big data and internet.

Case Study 3

领导破坏制度程度

High

Low High

健康发展Enterprises develop

Healthily

违反制度与破坏制度矩阵


Disobey or Destroy System Matrix

TheDegree

ofLeader

destroying System

37

www.thzc.net

Jian DiCMCThe man of the year for management consulting and trainingAn executive member of China Enterprise Confederation Management Consultation CommitteeThe chairman of Beijing Tonghe Zhicheng Hospital Management Consulting Co., Ltd.

Add：Wanda Square D, 8-817, Tongzhou District, China Beijing TEL：+86-010-81517012

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