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Original Article Dr. Kawee Chaisiri, MD. Yasothon Hospital ...
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Short Description: Original Article. Human Resource Development Through Continuous Improvement : ..... hospitals in Thailand in order to achieve self improvement in the ...
Content Inside: Original Article Human Resource Development Through Continuous Improvement : A Case Study of Yasothon Hospital, Thailand (1994-1997) Dr. Kawee Chaisiri, MD. Yasothon Hospital, Yasothon Province, Thailand. Abstract Human Resource Development is a very important yet very difficult component for effective health care delivery, especially in the public sector. Bureaucratic barriers, discontinuity, ineffective leadership, and lack of systematic approaches are major reasons for failures. A package of strategies including QC, 5 S's, suggestion system, TQM and Hospital Accreditation were gradually and systematically introduced into Yasothon Hospital, a 320 bed public general hospital in Northeastern Thailand, from 1994 to 1997. Outcomes were measured on customer satisfaction, change in hospital revenues, as well as important outputs of activities such as QC groups and awards, implemented suggestions, number of trainers produced, and number of inbound study visits. This paper describes the detail of the implementation and evaluation of the results. Key words : Continuous improvement, Human resource development, Public hospital. Introduction Yasothon is the seventy-first province of Thailand, located 531 kilometers north- east of Bangkok. With a population of 560,000, it is one of the ten poorest provinces of the country. There is one MoPH owned 320 bed general hospital, the Yasothon Hospital. It employs 650 personnel including 300 employees and 350 civil servants. There are 24 doctors and 250 nurses. As a public hospital, it has been subjected to all the inefficiency, low productivity, and low quality of services inherent in such facilities. In the early 1990s, two private hospitals were established in the province in response to the increasing demands from the rapid economic growth. People who could afford the price started to shift to these private care providers. Its less competitive potential kept Yasothon hospital revenues idle at 21 million baht annually during 1991-1993. On the contrary, the outstanding expenses for over-time and salary for the employees increased to 30 million baht per year. This created a situation of financial crisis to the management of Yasothon Hospital, and forced them to put high priority on the organizational development of the hospital. Although Organization Development (OD) is an efficient tool for Human Resources Development (HRD), concrete outcome of success in a public organization is rarely achieved. One of the secrets of the Japanese HRD is "KAIZEN" or continuous improvement. Although it is known worldwide, many obstacles were claimed for its application in the public organization. Yasothon Hospital has experienced the use of `KAIZEN' for quite a while, however success in its application was still remote. That was until 1994, when the new management team decided to apply a package of Total Quality Improvement (TQI), Quality Control (QC), 5 S's and a suggestion system with systematic planning and continuous improvement. This created new hopes for the future development of the hospital. This paper tells the story of this movement.
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