The mission of a doctor is supreme.

As a dean, I only do it for a period of time; To be a doctor, I want to be a doctor all my life. Becoming a qualified doctor is my lifelong pursuit. At the age of 28, he got a doctorate, at the age of 365, he was 438+0, and at the age of 36, he was promoted to associate professor and professor. At the age of 37, he became a doctoral supervisor and served as the director of ophthalmology. He is in charge of half of the eye hospital affiliated to Fudan University. At that time, he was the youngest director of the top three hospitals in China and revived medical ophthalmology. At the age of 43, he became the dean. Under his leadership, the Eye, Otolaryngology Hospital has created many glories. The glaucoma club founded by him and his colleagues is well-known at home and abroad; Under the guidance of the tutor, he took the lead in developing glaucoma relief valve implantation in China; He resolutely chose to challenge the field of difficult diseases in ophthalmology-glaucoma diagnosis and treatment for more than 20 years, and became a leader in ophthalmology in China ... Sun Xinghuai, who is only 50 years old, has been the dean for 7 years. Looking at this "young" and beautiful resume, he seems to be a "darling" blessed by God, and he has a smooth journey here.

However, the fact is always contrary to what people see.

A tortuous life experience

Sun Xinghuai's study and work experience was not smooth sailing, even more bumpy than ordinary people-"no background", but because of his good grades and hard work, he was finally able to gain a foothold in "golden" ophthalmology; In the late 1980s, he went abroad in fashion. He also has a chance, and even the formalities are almost finished. However, his father suffered from gastric cancer and the prognosis of the operation was not good. In order to accompany his father and provide him with good medical conditions as much as possible, he chose to stay, but it also made him what he is now. 1990 after graduation, several experts and professors in the glaucoma group of the hospital went abroad for various reasons. The glaucoma group, which was originally very strong, suddenly faced difficulties, and the special disease clinic was on the verge of bankruptcy, but it also gave Sun Xinghuai excellent opportunities and challenges. In order to speak with strength, in the first few years of his work, he set himself the goal of hard work-writing two professional papers every year. ...

His life is intertwined with confusion and challenge, injustice and opportunity. All kinds of tempering have finally achieved Sun Xinghuai, who is now open-minded and only good to people.

Professional, never dare to neglect.

Because everyone's ideals are different, some people will give up their original majors and concentrate on management when they become deans. Sun Xinghuai persevered and relaxed his major. "Dean, I only do it for a while; To be a doctor, I want to be a doctor all my life. Being a qualified doctor is my lifelong pursuit. " Dean Sun was so exposed that the reporter's eyes were slightly moist. In his eyes, the doctor's mission is supreme.

He kept in mind his father's teaching: "In the history of China, only two industries were honored as' gentlemen'. One is a teacher who teaches and educates people; The other is a doctor, saving lives. "

In 200 1 year, the superior leader wanted Sun Xinghuai to be the dean and let him devote 70% of his energy to hospital management, but he refused. Doctors cherish their profession as birds cherish their feathers. How can he be willing to give up his career that he loves so much and has paid so much effort? Ophthalmology belongs to the category of major surgery, and everyone in the industry knows that if a surgeon doesn't hold a knife for four years, he won't hold it for a lifetime. As a dean in 2005, as a result of his coordination with his superiors, he spent 50% of his energy on hospital management and professional business. Sun Xinghuai, who now has two half-day clinics and two half-day operations a week, is "unstoppable" and also undertakes certain teaching and scientific research tasks. Although the days are extremely busy, they are full and happy.

As he said, "between management and specialty, I prefer specialty, which is for better management;" And management can make the profession serve more people. "

Management is a science as well as an art.

The quality and efficiency of outpatient medical service and inpatient medical service are two important indicators to measure the management level of hospitals. Hospitalization services play a leading role. With the resources of existing medical institutions, hospitals urgently need to improve the utilization rate of beds, increase the number of beds, shorten the average hospitalization time of patients and expand the number of patients they serve.

"Three-day goal-hospitalization today, surgery tomorrow, and discharge the day after tomorrow"

Since Sun Xinghuai became the dean, the average hospitalization time has been reduced from more than 7 days to 4 days now, which has greatly improved the efficiency of medical treatment. There are also historical opportunities here. After Sun Xinghuai took office, the old ward needed to be rebuilt because of poor conditions. Reconstruction is a big project, but it cannot affect the normal medical process and the medical quality of existing inpatients. However, in order to reduce the original 500 beds to 200 beds and maintain the original workload, the most important way is to speed up the bed turnover rate. At that time, when Sun Xinghuai put forward the idea of "three-day goal-hospitalization today, surgery tomorrow and discharge the day after tomorrow" at the middle-level cadre meeting of the whole hospital, everyone thought it was impossible. In fact, the average length of stay after the renovation of hospital wards was only 3.77 days, which greatly surprised everyone. "In fact, I didn't make this request blindly." Dean Sun said with a smile that he had done a full investigation and study in advance.

He once met with the CEO and CFO of the European Association of Eye Hospitals, and they gave a staggering example, which impressed Sun Xinghuai deeply. The original 120 bed eye hospital in Rotterdam, the Netherlands, carried out process optimization management. Four years later, the workload doubled, but the number of beds actually became three!

This gave Sun Xinghuai great confidence. He immediately set about designing process management. The patient did all the examinations before hospitalization, but did not do any examinations after hospitalization. He arranged the operation as soon as possible and was discharged the next day after operation, which greatly improved the work efficiency.

Of course, this is also done on the premise of ensuring the quality of medical care. For some difficult cases or patients with postoperative complications, from the objective situation, the hospitalization time will be appropriately extended. Sun Xinghuai has repeatedly stressed that it is necessary to compress the preoperative bed rest time to zero! At the same time, it is also important to do a good job of postoperative follow-up. In the aspect of outpatient follow-up service, many good ideas have appeared in various departments. For example, a short message platform has been set up for myopia surgery, and surgical patients will receive information such as follow-up and rehabilitation tips after returning home, which greatly strengthens medical safety and service quality and is convenient for patients.

From the perspective of health economics, Sun Xinghuai also calculated an account. It is estimated that 90% of the expenses of surgical patients occur in the first three days of hospitalization. "So I only need this 90%, and within six days, I can accept two 90%, and I have won 80% more benefits. At the same time, I have completed hospitalization operations for two patients, which has improved work efficiency and service efficiency to the society, and eased the backlog of a large number of patients waiting for admission. " This not only has great economic benefits for the hospital, but also solves the social problem of "difficult and expensive medical treatment" to a certain extent. At the same time, shortening hospitalization time can also improve patients' satisfaction.

This is a "win-win" situation and an excellent virtuous circle for the hospital. No wonder Sun Xinghuai looked proud when he mentioned the efficiency of in-patient service in the Eye, Otolaryngology Hospital.

"Increase the intensity of outpatient service, and the number of beds will be further reduced"

Outpatientization of diseases is also a means to reduce costs and improve patient satisfaction. For example, an outpatient cataract surgery will save about 1 1,000 yuan compared with hospitalization. At present, 70% of cataract surgery is done in outpatient department except for patients who are more complicated and serious. Sun Xinghuai even said frankly: "After the completion of the new hospital, it is necessary to increase the intensity of outpatient services and further reduce the number of beds." In the future, some retinal detachment, glaucoma, nasal polyps, tonsillectomy will also be slowly outpatient, improving the efficiency of medical treatment.