Merkezi Hekim Randevu Sistemi (MHRS): Bir Kamu Hastanesi Örneği
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Tarih
2019
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info:eu-repo/semantics/openAccess
Özet
Bu çalışmada MHRS sisteminin etkili çalışıp çalışmadığı ile ilgili analiz sonuçlarına yerverilecektir.Retrospektif bir çalışma olan bu araştırmada 750 yataklı bir kamu hastanesinin 2016 yılıHaziran-Temmuz ayları arası MHRS verileri incelenmiştir. Veriler Excel programına girilerekanaliz edilmiştir.Hastalar tarafından Randevular Pazartesi, Salı ve Çarşamba günü daha çokalmaktadırlar. En az Perşembe günü randevu alınmaktadır. Açılan kontenjanlarda en çok KadınHastalıkları ve Doğum polikliniğinde randevu alınmaktadır(%79). En az Genel CerrahiPolikliniğinden randevu alınmaktadır (%27). Alınan bu randevulara gelenlerin oranı ise en çokÇocuk Hastalıkları polikliniğinde (%83), en az ise Genel Cerrahi Polikliniğinde olmaktadır (%60).Randevu alıp ta gelmeyenlerin oranı en çok Genel Cerrahi polikliniğinde (%40),en az ise ÇocukHastalıkları Polikliniği?ndedir (%17). Randevu ve doğrudan başvuru yapan hasta sayısı içhasatlıkları polikliniğinde daha fazladır. Randevu saatleri incelendiğinde Kadın hastalıkları veDoğum Polikliniğinde daha düzenli işlediği görülmektedir. Randevu saatleri incelendiğindeöğleden sonra randevu saatlerine uyulmadığı görülmektedir.Sağlık tesisinde MHRS sisteminin alt yapı olarak çok iyi olduğu, polikliniklerde MHRSkontenjanın açıldığı, fakat hastalar tarafından açılan bu kontenjanların randevu alarakdoldurulmadığı görülmüştür. Alınan randevu saatlerinde hastaların randevu saatinden önceveya sonra muayene oldukları sonucuna ulaşılmıştır. Hastaların verilen randevu saatinden öncemuayene oldukları sonucuna ulaşılmıştır. Ülkemiz için MHRS sisteminin daha işlevsel olabilmesiiçin hastalara ve çalışan personele eğitim verilmesi, farkındalığın oluşturulması bu sistemindaha etkili kullanılmasını sağlayacaktır. Sonuçta ülke kaynakları etkin kullanılacak ve hastamemnuniyeti artırılacaktır.
In this study, it was investigated the results of the analysis of the related to whether theCentralized PhysicianAppointment System (CDAS) effectively operated.This study, which is a retrospective study, has been conducted to examine the CDASdata of a public hospital with 750 beds between June and July 2016. Data were analyzed viathe Microsoft Excel program, 2007 version.Patients? appointments were higher on Monday, Tuesday, and Wednesday. Theminimum appointment was taken on Thursday. In most of the quota, the appointment was madein the Obstetrics and Gynecology outpatient clinic (79%) and taken from the General SurgeryPolyclinic (27%). The rate of those incoming appointments was mostly in Pediatric Polyclinic(83%) and at least in General Surgery Policlinic (60%). The percentage of those who did notmake an appointment was mostly in the General Surgery Polyclinic (40%) and the least in thePediatric Polyclinic (17%). The number of patients who apply for an appointment and directapplication was higher in the internal medicine outpatient clinic. When the appointment timesexamined, it was seen that they worked more regularly in the Gynecology and Obstetrics Clinic.When the appointment times were examined, it was seen that the appointment hours were notfollowed in the afternoon.It was seen that CDAS in the health facility was great as the infrastructure, which theCDAS unlocked in the policlinics, but that this quota opened by the patients not filled byappointment. It was concluded that during the appointment hours the patients examined beforeor after the appointment time and the patients examined before the appointment time. In orderto make the CDAS system more functional for our country, providing training and creation ofawareness to the patients and staff will assist to make this system more effective. As a result,the resources of the country will be effectively used and increased patient satisfaction.
In this study, it was investigated the results of the analysis of the related to whether theCentralized PhysicianAppointment System (CDAS) effectively operated.This study, which is a retrospective study, has been conducted to examine the CDASdata of a public hospital with 750 beds between June and July 2016. Data were analyzed viathe Microsoft Excel program, 2007 version.Patients? appointments were higher on Monday, Tuesday, and Wednesday. Theminimum appointment was taken on Thursday. In most of the quota, the appointment was madein the Obstetrics and Gynecology outpatient clinic (79%) and taken from the General SurgeryPolyclinic (27%). The rate of those incoming appointments was mostly in Pediatric Polyclinic(83%) and at least in General Surgery Policlinic (60%). The percentage of those who did notmake an appointment was mostly in the General Surgery Polyclinic (40%) and the least in thePediatric Polyclinic (17%). The number of patients who apply for an appointment and directapplication was higher in the internal medicine outpatient clinic. When the appointment timesexamined, it was seen that they worked more regularly in the Gynecology and Obstetrics Clinic.When the appointment times were examined, it was seen that the appointment hours were notfollowed in the afternoon.It was seen that CDAS in the health facility was great as the infrastructure, which theCDAS unlocked in the policlinics, but that this quota opened by the patients not filled byappointment. It was concluded that during the appointment hours the patients examined beforeor after the appointment time and the patients examined before the appointment time. In orderto make the CDAS system more functional for our country, providing training and creation ofawareness to the patients and staff will assist to make this system more effective. As a result,the resources of the country will be effectively used and increased patient satisfaction.
Açıklama
Anahtar Kelimeler
Tarih
Kaynak
Avrasya Uluslararası Araştırmalar Dergisi
WoS Q Değeri
Scopus Q Değeri
Cilt
7
Sayı
16
Künye
Evirgen, H., Yorulmaz, M. (2019). Merkezi Hekim Randevu Sistemi (MHRS): Bir Kamu Hastanesi Örneği. Avrasya Uluslararası Araştırmalar Dergisi, 7(16), 432-443.
