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Emergency Medicine Link 2009: Southern Tagalog
Reynante Mirano, M.D., M.H.A., FPCMAC
The Department of Emergency Medicine conducted its first ever Postgraduate Course on September 18, 2009 at the Linda Pe Restaurant, Tanauan, Batangas and was attended by at least 260 participants. This course is an important, major educational activity of the department in its effort to further recognize emergency medicine as a distinct specialty in the Southern Tagalog Region. We seek to enhance patient care through continuous improvement of the emergency medical services in the region. Topics included updates on resuscitation as well as advances in medical and surgical interventions on certain conditions encountered at the ER setting.
DMMC takes pride in setting the standards for providing the best emergency medical care, together with offering quality educational experiences to all healthcare providers.
CONTINUOUS IMPROVEMENT FOR DMMC MANAGEMENT TEAM
Last June 23rd and 24th, 2009, the Human Resources Management Group conducted a lecture on the practical application of management principles on leadership and supervisory skills. A total of sixty-three (63) Group, Division and Department heads attended the lectures.
The lecture’s primary objective was to reiterate fundamental concepts and tools for the attendees to effectively perform their managerial leadership roles. The half-day activity also acted as a gauge to determine the depth of knowledge and understanding the attendees have as leaders over their respective areas of responsibility. Actual and practical examples of how these concepts may be directly applied to daily office routines was also tackled to serve as a springboard based on which future activities and directives may be further developed.
HR will continue to provide similar leadership, customer care and supervisory skills development lectures in pursuit of ensuring continuous improvement of its management team members particularly on enhancing a customer-centered culture founded on work excellence tempered with empathy for the needs of both internal and external customers.
Health Care Without Harm
Last June 19, 2009, a lecture was conducted at the Nursing Skills Laboratory. Entitled, “Health Care without Harm”, the afternoon discussion focused on realities regarding environmental issues affecting hospital operations, as well as how the prevailing awakening to becoming conscious about general global environmental concerns needs to be brought down to grass roots level. The talk elaborated on how imperative it is to “Reduce, Reuse and Recycle”, by pointing out specific climactic changes directly related to our abusive treatment of natural resources.
Conducting similar eye-opener lectures will continue to be a major thrust of the Daniel O. Mercado Medical Center as we carry on the push towards making DMMC the most eco-friendly medical institution in the region.
WHAT IS “5-S” ALL ABOUT?
(5-S Revisited)
The 5-S practice is a technique used to establish and maintain quality environment in an organization.
The name stands for five Japanese words:
Seiri (Sort)
Seiton (Stabilize)
Seiso (Sustain)
Seiketsu(Standardize)
Shitsuke (Shine).
The technique has been practiced in Japan for a long time. Most Japanese 5-S practitioners consider the 5-S useful not just for improving their physical environment but for improving their thinking processes as well. Apparently the 5-S can help in all walks of life. Many of the everyday problems could be solved through adoption of this practice.
Management of Change
There is an old saying: "the only constant is change". If change is part of our daily life, how can we drive it under our control rather than being driven off by it? Change in organization would, in the long run, lead to change in the organizational culture. A typical example is the learning organization, where people are excited in trying out new ideas and recognize that failure is an important part of success. If learning has been taken successfully, the organizational behaviour will be lifted to a dynamic and challenge-seeking level. This will influence top management in defining their mission. By then they are confident that the modified mission - a spin off from the better organisation behaviour - will take off once it is announced. The chief executive will, then, be in a position to develop the corporate vision which will take the organization through to world class against competition. Built on firm foundations, the new vision will establish a new culture within the organisation. One best known example of this new culture is 'Kaizen', the Japanese word for continuous improvement. Being action oriented, 5-S is a powerful quality tool for everyone to get involved in the improvement process. Therefore, it is a very effective way to implement the new management paradigm. The 5-S lays a foundation for our quality programs and enables us to continuously improve our services to the customers. Staff can easily understand the simple and effective tools under the 5-S and apply them in their daily work with improved results. In addition, implementation of the 5-S provides a pleasant working environment conducive to staff morale and productivity.
Though the western world seldom recognizes the significance of the 5-S practice, there are many examples of successful implementation of some principles of the 5-S, especially in the service sector organizations (such as fast-food restaurants, supermarkets, hotels, libraries, and leisure centers).
The difference between the Japanese and western approach lies mostly in the degree of employee involvement. By formalizing the technique, the Japanese established the framework which enabled them to successfully convey the message across the organisation, achieve total participation and systematically implement the practice. The 5-S has become the way of doing businesses, not only to impress the customers but to establish effective quality processes as prerequisites for good products and services.
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