Kaohsiung Veterans General Hospital Department of Supply
Operating Properties of Department of Supply: planned procurement and replenishment, excellent supplies, incorruptible and intelligent room.
1. History Introduction：
Since preparatory period, Department of Supply has been put under schematization and supervision of director Yu, Chi-Fu, and director Lin, Chun-Yi. With all fellow workers’ support, brainstorm and contribution, supply room has thus been established to current groundwork.
Stock pharmaceuticals, health care materials and executive articles are controlled in classification A, B, and C. All works have been computerized, including purchase, stock, supplier and supply management. Other affairs such as laundry clothes supply, washing, folding up, mending and ironing, cloth wrapping up etc are commissioned to industries for the full responsibility, in order to simplify labor power and economize prime cost.
This Department is a supportive unit of administration that is in charge of procurement, checking on delivery, and supplying most properties for the entire hospital. It is our unshirkable responsibility to acquire quality products and appropriately provide products to user units to elaborate medical treatment, increase operating achievement and improve competitiveness.
2. Authorities and Responsibility：
(1) Director: Superintend business planning and promotion, and give advices. (2) The Exchequer Team(Section)： Responsible for account management of finance and property, planning, execution, practice, review and advice of the whole hospital.
(3) Procurement Team(Section)： Provides planning, execution, review and advices about purchasing business such as property and personnel service.
(4) Dispatch Team(Section)： Responsible for planning, execution, review and advices about stock dispatching business.
3. Duties：
(1) Procurement, checking on delivery and account management etc about various
kinds of property and equipment (land, house, mechanical equipment, traffic and
transportation equipment, other equipment and so on)
(2) Procurement, checking on delivery, stock, dispatch, and account management
about medical care materials, pharmaceuticals and executive articles
(3) Various personnel services and purchase
(4) Planning and promotion of stock goods management.
(5) Coordinating and managing supplies and washing of bed quilt and clothes
(6) Planning and management of other supplying work.
4. Goal Achievement Management：
Set up achievement control for achievement goals, evaluating criteria, and executive rate
(1) All staffs attend meetings regularly twice per week (eight hours every month) to
discuss about governmental regulations of procurement, and take turns to
participate in seminars of procurement, held by Public Construction Commission,
Executive Yuan R.O.C. These allow staffs in charge of procurement to familiarize
with and obey governmental regulations of procurement that can increase
efficiency and function of procurement and ensure the quality of procurement.
(2) Following annual budget, one must carefully take expenditure of procurement in this hospital in control to reduce disbursement of prime cost, to achieve 90% and above of executive goals, and to improve hospital operational achievement.
(3) Management of Stock Goods： appropriately lower the required amount of stock goods, control applied and collected amount, and maintain 1.4 and above turnover rate with economic procurement. Aim to reduce prime cost waste caused by expired stock goods and unused goods.
(4) Make an inventory of stock goods： goods are stored in a safe space open for public access to ensure working quality and consistence between account record and stock goods. In addition to enhance supervision and training to staffs, stock room is closed once every year for making an inventory and irregular routine checking is carried out every quarter year. Currently the consistence between account record and stock goods is up to 99%. (5) Property management： make an inventory of property every year and irregular checking in peacetime, and investigate using condition of valuable instrument every year to ensure consistence between property account record and goods.
(6) Keep the progress of equipment’s annual checking on delivery in control.
5. Future Prospect：
(1) Commissioned laundry work： Currently hospital equipment and area for commissioned work, and deputized industry is responsible for clothes supplies, washing, ironing, stitching and mending, dispatch, equipment repair and maintenance and detergent supplies. We now plan to increase turnover utilization of space that future all commissioned laundry work will be entirely conducted outside the hospital, and we expect to complete this plan by end of 2004.
(2) We employ computer system to control the amount of stock goods and utilization to avoid waste caused by unused stock, and ensure best use of all goods.
(3) Enhance centralized procurement of various properties, and post governmental procurement communique on Internet. Attract more business sources through strictly trial procedure, and seek many qualified industries to increase the mechanism of competition and comparison. Thus, we can retrench labor power; lower the prime cost of procurement, and increase procuring function. (4) Reinforce simplified process of administration, and according to six-simplified exercises plan, revise current simplified working process at all time to increase administrative efficiency. For example, this year (2004) we have cancelled Saturday work shift for staffs in The Exchequer Team. For any extemporaneous requirement, one can apply by computer and directly go to stockroom to collect required goods, and clear account on Monday.
(5) Promote “Plan of Reducing Medical Materials’ Prime Cost” strategically developed by Acute and Severe Disease Medical Center. Trace and review departments, which have abnormal indicating value (prime cost of medical materials/income of medical treatment) every month (quarter year) according to “Complete report of monthly material allocation value” and “Accounting Income Statement”. These departments are asked to control and retrench their operating prime costs. This year (2004), the hospital is expected to achieve measurement ratio 9.4%, in terms of finance, and will lower the entire operating prime costs and increase hospital’s industrial competitiveness.