Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 1
Main Creative & Practical Theoryin Management
Main Creative & Practical Theoryin Management
BY
Assoc. Prof. Dr. Somchart TorugsaM.D., M.P.H. (Hospital Adm.), Thai Board of Prev.Med. (Community Mental Health)
BY
Assoc. Prof. Dr. Somchart TorugsaM.D., M.P.H. (Hospital Adm.), Thai Board of Prev.Med. (Community Mental Health)
Head, Department of Public Health Administration, Faculty of Public Health, Mahidol University, Thailand
Head, Department of Public Health Administration, Faculty of Public Health, Mahidol University, Thailand
20082008
We’d like all of youto be
The Excellence Manager
We’d like all of youto be
The Excellence Manager
• Manage• Develop & Improve• Solve the Problems
• Manage• Develop & Improve• Solve the Problems
Who can
For The Best & The Better ForeverFor The Best & The Better Forever
ofYour Works & Your Organization
ofYour Works & Your Organization
Slide 2
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 2
isisOur Ultimate GoalOur Ultimate Goal
Quality of life for allQuality of life for all
HOMES.FAHOMES.FA
of Our Peopleof Our PeopleSlide 3
HOMES.FAH = HealthO = OccupationM = MoralE = EducationS. = SafetyFA = For All
H = HealthO = OccupationM = MoralE = EducationS. = SafetyFA = For All
Every people in our country are in good status & high quality of life.
Every people in our country are in good status & high quality of life.
Slide 4
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 3
9 Main Creative & Practical Theoriesin Management
1. Principle of Management2. Principle of Problem Analysis3. Principle of Working System
4. Standard Working Service System5. Principle of Working Indicators
6. Principle of Working Model7. Principle of Utilizing
8. R&D for CSWI & R2R9. Health Marketing
1. Principle of Management2. Principle of Problem Analysis3. Principle of Working System
4. Standard Working Service System5. Principle of Working Indicators
6. Principle of Working Model7. Principle of Utilizing
8. R&D for CSWI & R2R9. Health Marketing
Slide 5
10 Key Conceptsof
PUBLIC HEALTH & HOSPITAL MANAGEMENT
10 Key Conceptsof
PUBLIC HEALTH & HOSPITAL MANAGEMENT
1. Focus on “WORKING”2. Use “Principles of Management”3. Creative Approach on “Problem of Working”4. Leadership Development “Everyone in Organization”5. Quality Every time6. Continuous Quality Improvement : CQI.7. High Quality At Low Cost and Highest Outcomes8. Highest Resources Utilization9. Sustainable10. Self Assessment and Self Improvement Forever
1. Focus on “WORKING”2. Use “Principles of Management”3. Creative Approach on “Problem of Working”4. Leadership Development “Everyone in Organization”5. Quality Every time6. Continuous Quality Improvement : CQI.7. High Quality At Low Cost and Highest Outcomes8. Highest Resources Utilization9. Sustainable10. Self Assessment and Self Improvement Forever
Slide 6
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 4
WORKINGWORKING
Leadership Development“EVERYONE”
Leadership Development“EVERYONE”
Problemof Working
Problemof Working Highest OutcomesHighest Outcomes
1. Quality.2. Principles of Management.
3. CQI.4. Self Assessment & Self Improvement.
Qualityis
Doing the Right Thing, Doing it Well, and Satisfying the Customer.
1. Quality.2. Principles of Management.
3. CQI.4. Self Assessment & Self Improvement.
Qualityis
Doing the Right Thing, Doing it Well, and Satisfying the Customer.
Do the Best and Better at Our work Now! and Forever.
Do the Best and Better at Our work Now! and Forever.
High Quantity.High Quality.Low Cost.High Efficiency.High Profit.High Resources
Utilization.Sustainable.
High Quantity.High Quality.Low Cost.High Efficiency.High Profit.High Resources
Utilization.Sustainable.
Slide 7
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 5
1. Principleof
Management
1. Principleof
ManagementSlide 8
Principle of ManagementPrinciple of Management
SituationAnalysis
SituationAnalysis
MonitoringControlling
Coordinating
UtilizingUtilizing
ImplementingImplementing
InsideInsideOutsideOutside
Information System & Communication SystemInformation System & Communication System
**
Managementis
The working process to achieve the most efficiency outcomes and the better.
It composes of 8 main activities.
Managementis
The working process to achieve the most efficiency outcomes and the better.
It composes of 8 main activities.
EvaluatingEvaluating
PlanningPlanning
ContinuingContinuing
Slide 9
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 6
Principle of ManagementPrinciple of ManagementCompose of 8 Elements
Systematically1. Situation Analysis
2. Planning3. Implementing
4. Evaluating5. Utilizing
6. Monitoring, Controlling, Coordinating7. Information System & Communication
System8. Continuing
Compose of 8 Elements Systematically
1. Situation Analysis2. Planning
3. Implementing4. Evaluating
5. Utilizing6. Monitoring, Controlling, Coordinating7. Information System & Communication
System8. Continuing
Slide 10
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 7
2. Principleof
Problem Analysis
2. Principleof
Problem Analysis
Slide 11
P = ( E - A ) x CP = ( E - A ) x CP = ProblemE = ExpectedA = ActualC = Concern(Size of Demand to get E)
P = ProblemE = ExpectedA = ActualC = Concern(Size of Demand to get E)
Slide 12
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 8
Problems of Our Public Healthare
The results of public health works in our responsible area were not completely perfect,
comparing to the expectations of concerning persons.We describe by 5Ws in these aspects :-
1. Low Performances1.1 Low Quantity1.2 Low Quality
False Rate, Complication Rate (Preventable)2. Long time & So much work-force consumed
3. Dissatisfaction of Concerning persons3.1 Customers Dissatisfaction3.2 Providers Dissatisfaction
3.3 Administrator Dissatisfaction3.4 Social Dissatisfaction
4. Non-Economize. (Capacity/Potential)4.1 High cost, High Unit cost.
4.2 Low Profit.4.3 Low Efficiency.
4.4 Under Utilization of Resources.
Problems of Our Public Healthare
The results of public health works in our responsible area were not completely perfect,
comparing to the expectations of concerning persons.We describe by 5Ws in these aspects :-
1. Low Performances1.1 Low Quantity1.2 Low Quality
False Rate, Complication Rate (Preventable)2. Long time & So much work-force consumed
3. Dissatisfaction of Concerning persons3.1 Customers Dissatisfaction3.2 Providers Dissatisfaction
3.3 Administrator Dissatisfaction3.4 Social Dissatisfaction
4. Non-Economize. (Capacity/Potential)4.1 High cost, High Unit cost.
4.2 Low Profit.4.3 Low Efficiency.
4.4 Under Utilization of Resources. Slide 13
PRINCIPLE OF PROBLEM ANALYSIS
INFORMATION SYSTEM & COMMUNICATION SYSTEM
NATUREOF WORK
ENVIRON-MENT
CAUSESOF
PROBLEM
CAUSESOF
PROBLEM
ADMINISTRATORADMINISTRATORPROVIDERPROVIDER
COSTOMERCOSTOMER
MONEY
MATERIAL
SYSTEMOF
WORKMINUTE S.E.C.S.E.C.
THEPROBLEM
RESULTsOF
PROBLEM
RESULTsOF
PROBLEM
OUTSIDEOUTSIDE
INSIDEINSIDE
- LOW PERFORMANCE* QUANTITY* QUALITY
- LONG TIME- UNSATISFY- NOT ECONOMIZE
* MAN, MATERIAL* MONEY, TECNOLOGY
(5Ds, 5Ws, 1H)
- CUSTOMERS- PROVIDERS- ORGANIZATION- COMMUNITY- NATION
S.E.C. = Socio-Economic-CulturalS.E.C. = Socio-Economic-Cultural
THERE ARE MULTIPLE CAUSES IN ONE PROBLEM. EVERY PROBLEM CAN BE SOLVED. WE ATTACK ON CAUSES AND MEASURE AT THE PROBLEM.
Slide14
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 9
How to solve the problems?How to solve the problems?
UsePrinciple of Problem Analysis,
andPrinciple of Management
All the time
UsePrinciple of Problem Analysis,
andPrinciple of Management
All the timein
Every Work & Every Personby Complete Cycle
inEvery Work & Every Person
by Complete Cycle Slide 15
ROBLEMPAOW TO SOLVE HWE ATTACK ON CAUSES
AND MEASURE AT THE PROBLEM.
ROBLEMPAOW TO SOLVE HWE ATTACK ON CAUSES
AND MEASURE AT THE PROBLEM.
The 2 Main Pointsof Solving a Problem
AreMAN and SYSTEMS.
The 2 Main Pointsof Solving a Problem
AreMAN and SYSTEMS.
Slide 16
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 10
3. Principleof
Working System
3. Principleof
Working SystemSlide 17
WORKING SYSTEMWORKING SYSTEM
MANAGEMENT SYSTEMMANAGEMENT SYSTEM
SSERVICE ERVICE SYSTEMSYSTEM
IIMPROVING MPROVING SERVICE SYSTEMSERVICE SYSTEM
1. Service System2. Supporting Service System3. Improving Service System
4. Management System
1. Service System2. Supporting Service System3. Improving Service System
4. Management System
Every Organization / Work / Jobcomposes of 4 Systems :-
Every Organization / Work / Jobcomposes of 4 Systems :-
SSUPPORTINGUPPORTINGSERVICE SYSTEMSERVICE SYSTEM
THEY ARE LOCATED AT THE SAME PLACE OF OUR ORGANIZATIONTHEY ARE LOCATED AT THE SAME PLACE OF OUR ORGANIZATION
Slide 18
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 11
Key WordsStarting Point, Activities, Sequence and Ending Point.
Key WordsStarting Point, Activities, Sequence and Ending Point.
(System)
StartingPoint(1.)
MonitorCoordinate
Control
InsideOutside
*
ActivityNo. ...
ActivityNo.2
ActivityNo.3
EndingPoint(n)
ActivityNo.n - 1.
End ofWorking
isA Set of Things so related as to form A Unity
Information System & Communication SystemInformation System & Communication System
Slide 19
SERVICE SYSTEMSERVICE SYSTEMProvide High Quality Services to CustomerProvide High Quality Services to Customer
CUSTOMER COME INCUSTOMER COME IN
PREPARENESSPREPARENESS
EMERGENCY SERVICEEMERGENCY SERVICE
ROUTINE SERVICEROUTINE SERVICE
GOODBYE SERVICEGOODBYE SERVICECUSTOMER COME OUTCUSTOMER COME OUT
RECEPTION SERVICERECEPTION SERVICE
AFTER SERVICEAFTER SERVICE
Slide 20
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 12
Support Man Money Material Method:-Relevance, Adequate, On-time, Right place and Satisfaction.
Support Man Money Material Method:-Relevance, Adequate, On-time, Right place and Satisfaction.
Supporting Service SystemSupporting Service System
Resources Planning
Resources Planning
MonitoringControlling
CoordinatingMonitoringControlling
Coordinating
UtilizingUtilizing
Storing &PreparingStoring &PreparingMaintainingMaintaining
DevelopingDeveloping DistributingDistributing
RecruitingRecruitingDischargingDischarging
OUTSIDEOUTSIDE
INSIDEINSIDE
**
Information System & Communication SystemInformation System & Communication System
Slide 21
Improving Service SystemImproving Service SystemTo be Sustainable and
Continuous Quality Improvement of ServicesTo be Sustainable and
Continuous Quality Improvement of Services
**SituationAnalysis
SituationAnalysis
PlanningPlanning
MonitoringControllingCoordinating
MonitoringControllingCoordinating
UtilizingUtilizing
EvaluatingEvaluating ImplementingImplementing
InsideInsideOutsideOutside
Information System & Communication SystemInformation System & Communication SystemIt’s The Principle of ManagementIt’s The Principle of Management Slide 22
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 13
RevisingThe Systems
RevisingThe Systems
Management SystemManagement System
It composes of 7 main activities by POSDCoRB ModelIt composes of 7 main activities by POSDCoRB Model
SettingThe Systems
SettingThe Systems
DirectingThe Systems
DirectingThe Systems
ReviewingThe SystemsReviewing
The Systems
TerminationTermination
MonitoringCoordinating
Control
MonitoringCoordinating
ControlOngoing Systems
ImprovingOngoing Systems
Improving
InsideInside
OutsideOutside
Integrate & Linkage Every Resources and Every Activities in Organizationto Gain the Utmost Results (to be Harmony, Sustainable, Efficiency and Economize).
Integrate & Linkage Every Resources and Every Activities in Organizationto Gain the Utmost Results (to be Harmony, Sustainable, Efficiency and Economize).
Information System & Communication SystemInformation System & Communication SystemSlide 23
POSDCoRBPLANNING
(Operating Plan)
ORGANIZING(Organization Chart : Unit & Position)
STAFFING- Put the right man to the right job
- Staff development- Maintenance -----> Leaving
DIRECTING(Leading, Monitoring & Controlling by
Participative management, Contingency management& Maximizing resources utilization)
COORDINATING(Intra & Inter-department, Official & Non official, Suitable,
On time & Continuous)
REPORTING(Issue, Form, Timing, Person & Regular / Special event)
BUDGETING(Sources, Time & Regulation)
PLANNING(Operating Plan)
ORGANIZING(Organization Chart : Unit & Position)
STAFFING- Put the right man to the right job
- Staff development- Maintenance -----> Leaving
DIRECTING(Leading, Monitoring & Controlling by
Participative management, Contingency management& Maximizing resources utilization)
COORDINATING(Intra & Inter-department, Official & Non official, Suitable,
On time & Continuous)
REPORTING(Issue, Form, Timing, Person & Regular / Special event)
BUDGETING(Sources, Time & Regulation) Slide 24
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 14
MAIN ACTIVITIESof
Management SystemMAIN ACTIVITIES
ofManagement System
1. Setting the system at the beginning.
2. Control the activities of the system.
3. Improving the system continuously.
1. Setting the system at the beginning.
2. Control the activities of the system.
3. Improving the system continuously.
Slide 25
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 15
4. Standard Working Service
System
4. Standard Working Service
System
Slide 26
Standard of Working Service System
Compose of:-1. General Standard2. Specific Standard
Standard of Working Service System
Compose of:-1. General Standard2. Specific Standard
Slide 27
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 16
1. General Standardof Working Service System
1. General Standardof Working Service System
Compose of9 Main Activities
Compose of9 Main Activities
Slide 28
1.Preparing at the Beginning
2.Preparing of Pre-service
3.First Impressing
4.Urgent Servicing (Emotion & Feeling)
5.Step-by-step of Servicing
6.Before Delivery of The Service
7.Completing of This Service
8.After Servicing
9.Completing Before Ending
1.Preparing at the Beginning
2.Preparing of Pre-service
3.First Impressing
4.Urgent Servicing (Emotion & Feeling)
5.Step-by-step of Servicing
6.Before Delivery of The Service
7.Completing of This Service
8.After Servicing
9.Completing Before Ending
Customergo out
Customergo out
Customercome in
Customercome in
- general- urgent- special
- general- urgent- special
- general- urgent- special
- general- urgent- special
Slide 29
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 17
2. Specific Standard of Working Service System2. Specific Standard of
Working Service System
It is The Detail ofThe 5th Main Activities
of the General Standard:The 5.Step-by-step of Servicing.
It is The Detail ofThe 5th Main Activities
of the General Standard:The 5.Step-by-step of Servicing.
Slide 30
Specific Standard of OPDSpecific Standard of OPD
5.1 Registration Service
5.2 Service during the Waiting for Doctor
5.3 History Taking Service
5.4 Physical Examination Service
5.5 Investigation Service (Lab, X-ray, etc)
5.6 Final Diagnosis Service
5.7 Treatment Service
5.8 Charging Service
5.9 Pharmaceutical Service
5.10 Appointment Service
5.1 Registration Service
5.2 Service during the Waiting for Doctor
5.3 History Taking Service
5.4 Physical Examination Service
5.5 Investigation Service (Lab, X-ray, etc)
5.6 Final Diagnosis Service
5.7 Treatment Service
5.8 Charging Service
5.9 Pharmaceutical Service
5.10 Appointment Service
4.Urgent Servicing (Emotion & Feeling)4.Urgent Servicing (Emotion & Feeling)
6.Before Delivery of The Service6.Before Delivery of The ServiceSlide 31
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 18
5. Principleof
Working Indicators
5. Principleof
Working Indicators
Slide 32
1. Performance Indicators in Quantity.1.1 By Time.1.2 By Labor forces.1.3 By Cost.1.4 By Capacities.1.5 By Targets or Objective or Goal.
2. Performance Indicators in Quality.2.1 Accuracy rate at the beginning.2.2 Accuracy rate by standard WI.2.3 Accuracy rate before Delivery .2.4 Accuracy rate after Delivery .2.5 Accuracy rate at the check point.
3. Time & Labor-forces Indicators.3.1 Time consume or spent.3.2 Labor-forces consume or spent.3.3 Timeliness.3.4 Rapidness.
4. Satisfaction Indicators.4.1 Customers Satisfaction.4.2 Providers Satisfaction.4.3 Managers or Owners Satisfaction.4.4 Community or Social Satisfaction.
1. Performance Indicators in Quantity.1.1 By Time.1.2 By Labor forces.1.3 By Cost.1.4 By Capacities.1.5 By Targets or Objective or Goal.
2. Performance Indicators in Quality.2.1 Accuracy rate at the beginning.2.2 Accuracy rate by standard WI.2.3 Accuracy rate before Delivery .2.4 Accuracy rate after Delivery .2.5 Accuracy rate at the check point.
3. Time & Labor-forces Indicators.3.1 Time consume or spent.3.2 Labor-forces consume or spent.3.3 Timeliness.3.4 Rapidness.
4. Satisfaction Indicators.4.1 Customers Satisfaction.4.2 Providers Satisfaction.4.3 Managers or Owners Satisfaction.4.4 Community or Social Satisfaction.
Working Indicatorsof
Activities / Works / Organizations
Working Indicatorsof
Activities / Works / Organizations
5. Economic Indicators.5.1 Cost.5.2 Unit Cost.5.3 Benefit.5.4 Profit.5.5 Resources Utilization.
5.5.1 Man.5.5.2 Money.5.5.3 Material:- Land, Building,
Equipment,Paper, Drugs etc.
5.5.4 Method &Technology.5.6 Usefulness/ Worth of Working.
5.6.1 Efficiency.5.6.2 Effectiveness.
5. Economic Indicators.5.1 Cost.5.2 Unit Cost.5.3 Benefit.5.4 Profit.5.5 Resources Utilization.
5.5.1 Man.5.5.2 Money.5.5.3 Material:- Land, Building,
Equipment,Paper, Drugs etc.
5.5.4 Method &Technology.5.6 Usefulness/ Worth of Working.
5.6.1 Efficiency.5.6.2 Effectiveness.
Compose of 5 aspects and 24 categories of indicators.Compose of 5 aspects and 24 categories of indicators.
Slide 33
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 19
Suggested Working Indicators of Work/Org. in a DurationSuggested Working Indicators of Work/Org. in a Duration
There are at least 17 indicatorsThere are at least 17 indicators1. Average Ratio of Customers / Cost (number / 10,000 dong).2. Average Ratio of Customers / Labor-force (number / 10,000 Man-second).3. Accuracy Rate of Preparedness at the Beginning (%).4. Accuracy Rate of Standard Working Step (%).5. Accuracy Rate before Delivery to Customers (%).6. Accuracy Rate after Delivery to Customers (Complication Rate) (%).7. Average Time Consumed (second).8. Average Labor-force Consumed (man-second / service).9. On-Time Rate (%). 10. Customers Satisfaction Rate (%).11. Providers Satisfaction Rate (%).12. Administrators /Owners Satisfaction Rate (%).13. Social Satisfaction Rate (%).14. Cost & Unit Cost (dong & dong / time. The time such as: day, year etc).15. Benefit Rate (%).16. Resources Utilization Rate (%).
16.1 Man 16.2 Money16.3 Material: Lands, Building Areas, Equipments, Utilities
17. Profit Rate (%).
1. Average Ratio of Customers / Cost (number / 10,000 dong).2. Average Ratio of Customers / Labor-force (number / 10,000 Man-second).3. Accuracy Rate of Preparedness at the Beginning (%).4. Accuracy Rate of Standard Working Step (%).5. Accuracy Rate before Delivery to Customers (%).6. Accuracy Rate after Delivery to Customers (Complication Rate) (%).7. Average Time Consumed (second).8. Average Labor-force Consumed (man-second / service).9. On-Time Rate (%). 10. Customers Satisfaction Rate (%).11. Providers Satisfaction Rate (%).12. Administrators /Owners Satisfaction Rate (%).13. Social Satisfaction Rate (%).14. Cost & Unit Cost (dong & dong / time. The time such as: day, year etc).15. Benefit Rate (%).16. Resources Utilization Rate (%).
16.1 Man 16.2 Money16.3 Material: Lands, Building Areas, Equipments, Utilities
17. Profit Rate (%). Slide 34
Working Indicators for the Improvementof
OrganizationWorking Indicators for the Improvement
ofOrganization
forOne Activity
at One time (Beginning to Ending)are at lease 8 indicators
forOne Activity
at One time (Beginning to Ending)are at lease 8 indicators
1. Accuracy Rate of Preparedness at the Beginning 2. Accuracy Rate by Working Standard.
3. Accuracy Rate before Delivery to Customers.4. Time & Labor Force Consume.5. Customers Satisfaction Rate .
6. Cost.7. Benefit .8. Profit.
1. Accuracy Rate of Preparedness at the Beginning 2. Accuracy Rate by Working Standard.
3. Accuracy Rate before Delivery to Customers.4. Time & Labor Force Consume.5. Customers Satisfaction Rate .
6. Cost.7. Benefit .8. Profit. Slide 35
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 20
6. Principleof
Working Model
6. Principleof
Working Model
Slide 36
Working ModelCompose of:-
1. Principles of Model2. Structures of Model
2.1 Material2.2 Man
2.3 Money2.4 Systems
3. Implementation of Modelfor Continuous Improvement
Working ModelCompose of:-
1. Principles of Model2. Structures of Model
2.1 Material2.2 Man
2.3 Money2.4 Systems
3. Implementation of Modelfor Continuous Improvement
Slide 37
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 21
1. Principles of Model1.1 Management Principles.1.2 Content/Academic area
Principles.1.3 Related Academic Principles.
1.4 Laws, Rules, Regulations.1.5 Cultures, Believes, Social.1.6 Other Related Principles.
1. Principles of Model1.1 Management Principles.1.2 Content/Academic area
Principles.1.3 Related Academic Principles.
1.4 Laws, Rules, Regulations.1.5 Cultures, Believes, Social.1.6 Other Related Principles.
Slide 38
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 22
7. Principleof
Utilizing
7. Principleof
UtilizingSlide 39
We DoHard Works
But Gain Very Few Benefits
We DoHard Works
But Gain Very Few Benefits
UtilizingUtilizing
We have toWe have to
Slide 40
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 23
Utilizingis
Utilizingis
A WORKING PROCESSTO GAIN THE UTMOSTUSEFULNESS / BENEFIT
FROM WORKING
A WORKING PROCESSTO GAIN THE UTMOSTUSEFULNESS / BENEFIT
FROM WORKINGSlide 41
Working Standard
OutsideInside
Training
Analysis & Synthesis
Working Model DevelopmentReference Data
Research and Development( R&D)
Training Institute Study Model
Personnel Improvement Work Improvement Self Improvement Others Improvement Organization Improvement
Present & Publish
UtilizingUtilizing
Every Month Every Day Every Time Every Week Every Year
Outcomes of Working
DataObjects
Experiences Knowledge
Idea
Working
Inputs Processes Outputs
Feedback
Slide 42
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 24
8. R&D for CSWI&
R2R
8. R&D for CSWI&
R2R
Slide 43
How to Improve Our Work/Organization?
How to Improve Our Work/Organization?
UseR&D for CSWI
UseR&D for CSWI
inEvery Work & Every Person
inEvery Work & Every Person
Slide 44
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 25
We’d likeEvery Staff
in Our Organizationto Produce & Publish
at least 1 Research Paper / year.
We’d likeEvery Staff
in Our Organizationto Produce & Publish
at least 1 Research Paper / year.
Slide 45
R2R(Routine to Research) in Organization
R2R(Routine to Research) in Organization
Every Organization Activity can be A Research.
Every Organization Activity can be A Research.
Research Questions1. What are the situations of this activity?
2. How to solve the problems of this activity?3. What is the appropriate & suitable model for this activity?
4. We need continuous & sustainable improvement of this activity.How to do?
Research Questions1. What are the situations of this activity?
2. How to solve the problems of this activity?3. What is the appropriate & suitable model for this activity?
4. We need continuous & sustainable improvement of this activity.How to do?
Slide 46
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 26
Research and Developmentfor Continuous & Sustainable
Working Improvement
Research and Developmentfor Continuous & Sustainable
Working Improvement
It’s a research forManagement
Development & Improvementand Solving the problems
of Work & Organization
It’s a research forManagement
Development & Improvementand Solving the problems
of Work & Organization
R&D for CSWIR&D for CSWI
Slide 47
Do Routine or Regular Workas
Do Routine or Regular Workas
for CQI of Work / Hospital
for CQI of Work / Hospital
A ResearchAA ResearchResearch
R&D for CSWIR&D for CSWI
Slide 48
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 27
It’s an Experimental Development ResearchIt’s an Experimental Development Research
Research Designof
R&D for CSWI
Research Designof
R&D for CSWI
The systematic workusing existing knowledge gained from
research or practical experiencefor the purpose of creating new or
improved products/processes
ABS definition(Australian Bureau of Statistics)
Slide 49
R&D for CSWIR&D for CSWITimeTimeDuration Duration
O1
O2
O1
O2
O3
O4
O3
O4
X1
X2
X1
X2
X = Intervention = Working ModelO = Outcomes by Working Indicators X = Intervention = Working ModelO = Outcomes by Working Indicators
Experiment Gr.Control GroupExperiment Gr.Control Group
StartStart Pre-TestPre-Test
Post-TestPost-Test
Phase 1.Phase 1. Phase 2.Phase 2.
Phase 3.Phase 3.Phase 6.Phase 6.Phase 4.Phase 4. Phase 5.Phase 5.
Slide 50
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 28
Conceptual FrameworkConceptual FrameworkIndependent Variable
New Model Implementation
New Model New Model ImplementationImplementation
- Working Model- Structures & Systems- Resources
- Material- Man- Money
- Model Implementing- Environment- Constraint- Positive & Negative Condition
- Working Model- Structures & Systems- Resources
- Material- Man- Money
- Model Implementing- Environment- Constraint- Positive & Negative Condition
Old Model Implementation
Old Model Implementation
- Quantity.- Quality.- Time- Satisfaction.- Efficiency.- Cost.- Profit.
- Quantity.- Quality.- Time- Satisfaction.- Efficiency.- Cost.- Profit.
Dependent VariableDependent Variable
Working OutputsWorking Outputs
Slide 51
Conceptual FrameworkConceptual FrameworkIndependent Variable
New Model ImplementationNewNew Model ImplementationModel Implementation
- Working Model- Structures & Systems- Resources
- Material- Man- Money
- Model Implementing- Environment- Constraint- Positive & Negative Condition
- Working Model- Structures & Systems- Resources
- Material- Man- Money
- Model Implementing- Environment- Constraint- Positive & Negative Condition
Old Model ImplementationOld Model Implementation
- Quantity.- Quality.- Time & Labor- Satisfaction.- Efficiency.- Cost.- Profit.
- Quantity.- Quality.- Time & Labor- Satisfaction.- Efficiency.- Cost.- Profit.
Dependent VariableDependent Variable
After Model Implementation in C. areaAfterAfter Model Implementation in C. areaModel Implementation in C. area
Before Model Implementation in C. areaBeforeBefore Model Implementation in C. areaModel Implementation in C. area
Working Outputs of Model
Implementation
Working Outputs of Working Outputs of Model Model
ImplementationImplementation
Working Outputs of Model
Implementation
Working Outputs of Working Outputs of Model Model
ImplementationImplementation
Working Outputs of Model
Implementation
Working Outputs of Working Outputs of Model Model
ImplementationImplementation
Working Outputs of Model
Implementation
Working Outputs of Working Outputs of Model Model
ImplementationImplementation
Slide 52
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 29
We use onlyThe
Existing Resources
We use onlyThe
Existing Resources
In R&D for CSWIIn R&D for CSWI
Slide 53
1. Work2. Man3. Organization4. Academic
1. Work2. Man3. Organization4. Academic
R&D for CSWIis 4 in 1
in Improvement
R&D for CSWIis 4 in 1
in Improvement
Slide 54
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 30
Example: R&D for CSWIExample: R&D for CSWI
An Improvement of Out-Patient Service for Hypertensive Patients in Sabot Community Hospital, Lopburi Province, 2002
Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Niphaphat Haputta, M.D., Atsawadej Salaauyporn M.Sc.
ABSTRACTThis experimental development research, two groups pre-test and post-test design, aimed to
improve hypertensive out-patient service at Sabot Community Hospital. The new model of hypertensive out-patient service was developed and was implemented for 3 months during April 1 – June 30, 2002. Out-patient service of Khokchareon Community Hospital was used as a control. Working outputs were assessed before and after the new model implementation in its performance, time, satisfaction, expense, benefit and resources utilized aspects. Descriptive statistics, chi-square, Mann-Withney U, paired t and t-test were used to analyze and to compare the working outputs between the pre-test and the post-test of experiment area and control area.
The results revealed that better working outputs were the readiness rate of daily availability, the rate of hypertensive patient who needed urgent treatment, the accuracy rate of servicing steps before sending patients to a physician, the completeness rate of services before leaving hospital, time consumed, providers’ satisfaction, customers’ satisfaction, labor cost/case, unit cost/minute of hypertensive out-patient service, the savings in labor costs, the worthiness of human resources utilization (p < 0.05).
These results show that, the new model of hypertensive out-patients service was better than the old model.
An Improvement of Out-Patient Service for Hypertensive Patients in Sabot Community Hospital, Lopburi Province, 2002
Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Niphaphat Haputta, M.D., Atsawadej Salaauyporn M.Sc.
ABSTRACTThis experimental development research, two groups pre-test and post-test design, aimed to
improve hypertensive out-patient service at Sabot Community Hospital. The new model of hypertensive out-patient service was developed and was implemented for 3 months during April 1 – June 30, 2002. Out-patient service of Khokchareon Community Hospital was used as a control. Working outputs were assessed before and after the new model implementation in its performance, time, satisfaction, expense, benefit and resources utilized aspects. Descriptive statistics, chi-square, Mann-Withney U, paired t and t-test were used to analyze and to compare the working outputs between the pre-test and the post-test of experiment area and control area.
The results revealed that better working outputs were the readiness rate of daily availability, the rate of hypertensive patient who needed urgent treatment, the accuracy rate of servicing steps before sending patients to a physician, the completeness rate of services before leaving hospital, time consumed, providers’ satisfaction, customers’ satisfaction, labor cost/case, unit cost/minute of hypertensive out-patient service, the savings in labor costs, the worthiness of human resources utilization (p < 0.05).
These results show that, the new model of hypertensive out-patients service was better than the old model.
Slide 55
Development of the Nursing service for Patients on a ventilator in Nakornpathom hospital, 2004
Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Ratana Vongpitakroj M.Sc., Porntip Boonkantha M.Sc.
Development of the Nursing service for Patients on a ventilator in Nakornpathom hospital, 2004
Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Ratana Vongpitakroj M.Sc., Porntip Boonkantha M.Sc.
ABSTRACTThe nursing service for patients on a ventilator is one of a hospital’s must important
duties. The patients are in a very critical condition and they need intensive care all the time. Concerning academic principles were applied to set up a new working model for Nakornpathom hospital which was the experimental area. A similar tertiary hospital was selected to be the control area. This experimental development research, two-group pretest and posttest design, was implemented in the experimental area for 3 months during December 29, 2003 to March 28, 2004. The results revealed that after implementing the new working model, the ratio of services per 1,000 man-minutes of the provider increased (p < 0.001); the percentage of well prepared equipments for phlegm suction during night shifts, hygienic care of oral cavities and teeth during morning shifts and night shifts increased (p = 0.020, 0.025, 0.025 and 0.025 respectively); the percentage of hand-washed correctly before providing nursing services increased (p = 0.007); the lower respiratory tract infection rate decreased; and the satisfaction of administrators and providers increased (p = 0.039). Theseconcluded that the new working model was higher efficiency and was appropriate for the experimental area, due to clear working systems, well prepare before start working, good method of model implementation by the participation of concerning person from the beginning, easy and practical manual, and better resources utilization.
ABSTRACTThe nursing service for patients on a ventilator is one of a hospital’s must important
duties. The patients are in a very critical condition and they need intensive care all the time. Concerning academic principles were applied to set up a new working model for Nakornpathom hospital which was the experimental area. A similar tertiary hospital was selected to be the control area. This experimental development research, two-group pretest and posttest design, was implemented in the experimental area for 3 months during December 29, 2003 to March 28, 2004. The results revealed that after implementing the new working model, the ratio of services per 1,000 man-minutes of the provider increased (p < 0.001); the percentage of well prepared equipments for phlegm suction during night shifts, hygienic care of oral cavities and teeth during morning shifts and night shifts increased (p = 0.020, 0.025, 0.025 and 0.025 respectively); the percentage of hand-washed correctly before providing nursing services increased (p = 0.007); the lower respiratory tract infection rate decreased; and the satisfaction of administrators and providers increased (p = 0.039). Theseconcluded that the new working model was higher efficiency and was appropriate for the experimental area, due to clear working systems, well prepare before start working, good method of model implementation by the participation of concerning person from the beginning, easy and practical manual, and better resources utilization.
Slide 56
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 31
The 2 Important Thingsin
R&D for CSWI
The 2 Important Thingsin
R&D for CSWIare
1. Working Indicators2. The New Working Model
are1. Working Indicators
2. The New Working Model
Slide 57
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 32
9. HealthMarketing9. Health
Marketing
Slide 58
1. Demand
5. Expand
4. Sell 3. Value
2. Produce
Core Marketing ConceptsCore Marketing Concepts
CoreMarketing
CoreMarketing
Slide 59
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 33
MarketingMarketingis
A societal processes
by which individuals and groups obtain what they need and want
through creating, offering, and freely exchanging products and services value with others.
isA societal processes
by which individuals and groups obtain what they need and want
through creating, offering, and freely exchanging products and services value with others.
Slide 60
The Aim of MarketingThe Aim of Marketing
isTo make selling superfluous.
To know and understand the customer so well that the product or service fits him and sell itself.
isTo make selling superfluous.
To know and understand the customer so well that the product or service fits him and sell itself.
Slide 61
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 34
Health MarketingHealth Marketingis
The processesthat bring Health Services to customersby which the customer, the provider and
the administrator are satisfy and
leading to sustainable development of Health Organization
isThe processes
that bring Health Services to customersby which the customer, the provider and
the administrator are satisfy and
leading to sustainable development of Health Organization
Slide 62
Services ImprovingServices Improving
MaximizingH. ServicesUtilization
Health Marketing
Health Services
Slide 63
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 35
areare
The Products of Health Service Organization (eg. Hospital)The Products of Health Service Organization (eg. Hospital)
Hospital ServicesHospital Services1.Health Promotions2.Health Preventions
3.Health Care Treatments3.1 ER
3.2 OPD3.3 IPD & ICU
3.4 OR3.5 LR
3.6 Special Cares4.Rehabilitations
5.Health Care Trainings6.Health Care Educations
7.Health Care Investigations8.Drugs
9.Health Care Productsetc
1.Health Promotions2.Health Preventions
3.Health Care Treatments3.1 ER
3.2 OPD3.3 IPD & ICU
3.4 OR3.5 LR
3.6 Special Cares4.Rehabilitations
5.Health Care Trainings6.Health Care Educations
7.Health Care Investigations8.Drugs
9.Health Care Productsetc Slide 64
The Marketing MixThe Marketing Mix
Product&
Position
Product&
Position
2. PRICE2. PRICE1. PRODUCT1. PRODUCT
4. PROMOTION4. PROMOTION 3. PLACE3. PLACE
Slide 65
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 36
is
Quality of ProductBoth Quality by Fact
andQuality by Customer’s Perception
is
Quality of ProductBoth Quality by Fact
andQuality by Customer’s Perception
The Most Essential of Marketing
The Most Essential of Marketing
Slide 66
Organization Chart of Marketing DivisionOrganization Chart of Marketing Division
HospitalHospital
Office of DirectorOffice of Director
Marketing DivisionMarketing Division
Marketing Support UnitMarketing Support Unit Marketing Development UnitMarketing Development Unit
Marketing Service UnitMarketing Service Unit
Marketing Service TeamMarketing Service Team
Slide 67 Slide 67
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 37
2 Main Dutiesof
Hospital Marketing Unit
HospitalServices
Utilizing
MARKETINGMARKETING
Hospital Resources
- MAN- MONEY- MATERIAL- TECHNOLOGY
1 2
Slide 68
Marketing Service TeamMarketing Service Team
1. Marketer2. Service Provider3. Service Supporter4. Service Developer5. Manager6. Customer7. Community People
1. Marketer2. Service Provider3. Service Supporter4. Service Developer5. Manager6. Customer7. Community People
Slide 69 Slide 69
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 38
24 Hours 7 DaysMarketingin Health
24 Hours 7 DaysMarketingin Health
byOur Staffs
byOur Staffs
Slide 70
How to do?How to do?
In ManagementIn Management
We focus on:We focus on:
Slide 71
Main Creative Principles in Management
Faculty of Public Health, Mahidol University, Thailand
Dr Somchart Torugsa. MD.,MPH. 39
1.How to Start?2.How to Achieve?3.How to Maintain?4.How to Expand?
and5.How to be Sustainable Improvement Forever?
1.How to Start?2.How to Achieve?3.How to Maintain?4.How to Expand?
and5.How to be Sustainable Improvement Forever?
Slide 72
Do
NOW ! NOW ! NOW !
LoveBy Brain c &
The Best BetterAt Your Jobs
&
HeartSlide 73