提升門診專科材料點班管理之改善專案

Improvement in Stocktaking of Specialty Materials in an Outpatient Department

門診護理人員工作包含協助臨床門診服務、衛教指導、護理處置及專科材料點班管理，若發生材料異常或缺料將導致看診延遲、影響醫療品質及病人安全。本專案以北部某醫學中心門診為對象，由於部分科別開診前需花費20-30分鐘執行專科材料點班，在看診中不時需處理專科材料點班異常或短少情形，造成人員的抱怨及影響病人的看診品質，故引發專案小組改善動機。專案目的為提升門診專科材料的點班管理，現況專科材料平均點班時間11.8分鐘，平均動用率也僅達60.5%。原因為專科材料設定項目及數量多、門診人員需多科跟診、專科材料擺放位置不當及標示不清、缺乏專科材料設定標準。擬定對策為增訂門診專科材料設定標準、修訂專科材料分級點班原則、分區集中放置專科材料、使用專科材料點班、統一專科材料點班表格式。實施後專科材料動用率提升至66.7%，點班時間降至平均3.9分鐘，且分區集中放置專科材料後有利於掌控庫存量，能減少溢領和滯料，亦讓看診流程更順暢，有效提升看診品質。

The tasks of nurses in an outpatient department include clinical service, patient education, nursing care, andstocktaking of specific materials. It will influence not only delay for a doctor seeing patients but also quality of care andpatient safety. Issues such as taking 20-30 minutes in stocktaking before opening clinic and dealing with abnormality orshortness of material led to complaints from patients. The purpose of this project was to improve stocktaking issue ofspecialty materials in an outpatient department. The reasons for spending an average time for stocktaking was 11.8minutes and the usage of materials was 60.5% only were due to too many items and quantity of specific materials, toomany different clinics for a nurse, improper location of specific materials or unclear labels, and lack of standard. Theimplementation included setting standard of specific materials, revision of stocktaking principles, centrally located ofspecific materials, and clear tag and stocktaking form. After the project was implemented, the average of stocktakingtime was 3.9 minutes and the usage of materials improved to 66.7%. There were better inventory control and betterquality of care as well.