[雙語翻譯]--外文翻譯--業(yè)務流程再造--以一個英國醫(yī)療保健的視角來看

1、中文 中文 6400 字， 字，3000 單詞， 單詞，17500 英文字符 英文字符出處： 出處：Patwardhan A, Patwardhan D. Business process re-engineering--saviour or just another fad? One UK health care perspective[J]. International Journal of Health Care Quality

2、 Assurance, 2008, 21(3):289.畢 業(yè) 設 計 （ 論 文 ） 外 文 文 獻 翻 譯畢 業(yè) 設 計 （ 論 文 ） 題 目翻譯題目 翻譯題目 業(yè)務流程再造—治本還是治標？系專 業(yè)姓 名班 級學 號指導教師 指導教師organisations such as Corning, Ford, Hewlett-Packard, IBM and Xerox. At the final stages

3、 of the project evaluations it was clear that out of 21 organisations, 15 health care organisations made significant progress – mainly financial and patient satisfaction gains, target and project time keeping and invest

4、ment in research and development. The NDP was extended for three years, which eventually evolved into the Institute for Healthcare Improvement, a not-for-profit organisation – dedicated to providing health-care quality

5、 management leadership. Later, BPR emerged as an alternative for managers in organisations frustrated with slow improvements, not encompassing the whole organisation experiencing total quality management (TQM). The TQM k

6、ey target was to convert an organisation’s structure, culture and services to patient/consumer rather than organisation-focused goals (Harvey and Millett, 1999).Why change?Traditionally health care systems were mostly “

7、governed” by clinicians (Shutt, 2003) because patient outcomes; that is, recovery from illness, were the sole responsibility of all professionals directly involved in patient care. Complexity and variance in health care

8、 studies reveal that outcome has many determinants; i.e. pharmacy, pathology, technical support and information technology. It was also realised that cost containment and good quality care needed teamwork, communication,

9、 time management, etc. (Shutt, 2003). Sir Roy Griffiths, in the early 1980s, developed hospital general management and the greater involvement of clinicians in resource management initiatives (DHSS, 1984). Today, apart

10、from political motives, change is driven by escalating health care costs, increased demands for quality care, value for money services, patient expectation and third-party payers in managed health care systems. These int

11、ensified the need for change to more efficient health care systems. What is BPR?BPR, also known business transformation and process change management, was introduced to the business world by Frederick Taylor in his artic

12、le The Principles of Scientific Management in the 1900s (wikipedia, 2006). In the 1990s, Hammer and Champy (1993) introduced Reengineering the Corporation, which gave birth to BPR. BPR is “the analysis and design of wor

13、kflows and processes within and between organizations” (Devenport and Short, 1990, p. 11). Teng et al. (1994) on the other hand, defined BPR as critical analysis and radical redesign of existing business processes to a

14、chieve breakthrough improvements in performance measures. Hammer and Champy (1993), similarly, defined BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in cr

15、itical contemporary performance measures such as cost, quality, service and speed. From a health care viewpoint, BPR is a management approach that rethinks present practices and processes in business and its interaction

16、s. It attempts to improve underlying process efficiency by applying fundamental and radical approaches by either modifying or eliminating non-value adding activities and redeveloping the process/structure/culture (McNu

17、lty and Ferlie, 2000). However, in the health sector, a wide variety of patient groups make the health care service a complex project to redesign along these lines, thereby rendering changes context and time sensitive.BP