Surgery patients, medical colleagues

Promote 5S lean management, use the least resources to create the greatest value and medical care, continue the innovative service concept based on the three principles of no harm, no waiting, and no waste, and improve surgical patient safety and medical quality.

Taking the two elements of visual management and human factors engineering as the learning benchmark, it shows the three major features of a neat, clean and bright environment, clear handling of abnormalities at a glance, and easy ergonomic work, as well as tube racks, mobile small warehouses, surgical instrument boxes, and point-of-care 4 major innovations in instrument boxes.

• Taiwan Clinical Achievement Indicators-Surgical Care Indicators

• The surgical site infection rate of all inpatients, based on data from the first quarter of 2013, is 0.25% in the medical center, 0.22% in the regional hospital, and 0.06% in the operating room.

• The rate of unplanned return to the operating room for surgical patients during hospitalization, based on data from the first quarter of 2013, is 0.65% for the medical center, 0.45% for the regional hospital, and 0.00% for the operating room.

The utilization rate of our operating room has increased from 63.2% to 81.9%, shortening the waiting time for patients and the preparation time for colleagues, effectively increasing room utilization and benefiting more patients.

According to statistics from the Operating Room Management Committee, the rejection rate for surgical pathology tissue discrepancies was low in 2013-2014. After implementing 5S lean management in January 2014, the rejection rate was zero in the first and second quarters, and this has been continuously monitored.

Nursing staff retention rate: According to statistics, a safe and friendly work environment is one of the main reasons for employee retention. After implementing lean management in our department, colleagues felt safe and comfortable performing clinical work, and job satisfaction increased from 3.2 points to 4.6 points. This not only increased staff efficiency but also optimized the quality and quantity of nursing work. Using the employee retention rate calculation formula: 100 - [Number of employees leaving during the period / (Number of employees at the end of the period + Number of employees leaving during the period) * 100%], in 2023, the retention rate of nursing staff (those who have worked for at least 3 months) in our hospital was 89.3%, the retention rate of nursing staff in our department was 95.2%, and the rate in similar clinical units (emergency room) was 66.7%.

• Nurse Chia-Jung Li participated in the TCIA (Lean Healthcare) exchange seminar organized by the Chung-Wei Development Center on May 16, 2025, and served as the keynote speaker.

• Nurse Chia-Jung Li shared her practical experience in "Passing SNQ Certification through Warehouse Management" at Shuang Ho Hospital on July 21, 2025, and served as the keynote speaker.

The utilization rate of our operating room has increased from 63.2% to 81.9%, shortening the waiting time for patients and the preparation time for colleagues, effectively increasing room utilization and benefiting more patients.