Queuing Theory in hospital outpatient service charge management

Abstract outpatient sector is an important part of the hospital, but because of the time needed for diagnosis and treatment of patients and patient arrives random, when the lack of diagnosis and treatment of a doctor, patients often appear long wait times, patient satisfaction decline, etc., could easily lead work too hectic, causing medical disputes, has brought adverse effects; if blindly increase hospital doctors, will result in a waste of resources, increased hospital costs. Therefore, a reasonable number of health care arrangements that minimize patient waiting time in queue, improve service quality, reduce service costs, human resources management clinics become an important task. In this paper, considering the hospital flow of people, income, etc., to establish balance between the costs and benefits of M / M / S optimization model, on the one hand to minimize patient waiting time, reduce losses caused by patients due to wait; the other hand, to maximize the level of hospital services and service efficiency, and combined with the benefits of the hospital, the hospital obtained so maximizing the return of medical staff arrangements system. Not only to ensure hospital human resources to achieve optimal configuration, and make full use of resources to meet the needs of patients, improving hospital efficiency.
Paper Keywords: human resources, queuing theory, M / M / S model, optimize the allocation of reform and opening up and modernization management level of most hospitals have improved significantly. But the hospital increasingly competitive, how to improve the utilization of human resources, the maximum force to play a benefit of human resources is the problem of hospital needs to seriously consider. Therefore, human resource management plays an increasingly important role in hospital competition. Optimize the allocation of human resources, the purpose is to minimize the waste of human resources of hospitals, reduce hospital costs, bring economic benefits to the hospital.
Currently, the use of queuing theory for the hospital to provide decision related literature, there are many. Wang Li Zi [1] introduced Markov chain model for hospital queue queuing analysis of the phenomenon, the situation of hospital services quantitative analysis to calculate the service system performance to determine the number of doctors in the Arrangement, in order to reduce patient waiting time. The disadvantage of this document is to calculate the complex, but from the perspective of the patient, the hospital did not take into account the cost. Li Hailin [2] proposed the use of queuing theory model measuring outpatient process efficiency, mainly for research through its impact on hospital outpatient service queuing time and service queues of patient-generated and optimized control through the respective computer systems, queuing process optimized to minimize patient queuing time-consuming. So that the results help to optimize the structure of hospital outpatient queue to meet the needs of patients. Wang Song Jian et al [3-6] introduced queuing model to calculate the probability of waiting for service to determine the strength of the hospital should be equipped with the number of doctors or equipment, but they are not a uniform standard to determine. In general, most of the relevant literature are either too complicated to calculate either the value obtained is not a unified standard to judge, or is not taken into account the relationship between costs and benefits.
In this paper, the combination will be based on previous work queuing model and hospital benefits, considering the costs and benefits issues, obtain the best service and the best rate of the number of services to provide decision-making basis for the rational allocation of human resources hospital. With this optimization model, not only can calculate the hospital unreasonable arrangements losses caused by health care workers, so more hospitals more efficient and rational use of human resources, to better improve the hospital's social and economic benefits.
Situation 1 Modern Hospital Clinic Current Status and Problems 1.1 outpatient Currently, hospitals in 'difficult and expensive,' the growing problem, has aroused strong dissatisfaction of the patient, the big hospital outpatient widespread 'three long, one short' phenomenon ( that is registered for a long time, waiting a long time, long time charges and inspection medicine, medical treatment time is short) to medical treatment of patients brought great inconvenience, and caused a lot of medical disputes [7]. Outpatient medical services is a reflection of the overall strength of the hospital, outpatient medical services can meet the needs of patients and patient satisfaction, reflecting the competitive advantage and strategy of the hospital, and will affect the survival and development of the hospital.
To get the hospital in the fierce competition to win, to solve difficult and expensive, outpatient services, 'three long, one short,' and so the status quo is necessary. The main problem Figure 1.2 Outpatient partitioning algorithm exists currently, outpatient disadvantages faced by patients and weaknesses include a high degree of concentration, the crowd complex, multi-disease; medical links and more; more emergency change; treatment time is short.
Outpatient run the main problems is the management system is imperfect [8]. Clinics positioned as functions of the department, has a dual management functions in medical technology and medical administrative, management system is relatively independent, but serve an important role in various specialist out-patient clinics work, directly attributable to the respective specialist 'one-stop' management, outpatient department personnel management specialist hard for. General hospital outpatient department has not explicitly approved establishment, organizational structure can be described as varied, most follow the traditional pattern, the focal point of many difficult and nothing to do with the work of the outpatient department were all attributable to management clinics, outpatient department has formed a huge institution and extremely complex organizational structures, can not guarantee the implementation of outpatient management functions. Backward management: Outpatient management is a complicated systematic project, but also the development and construction of a new discipline, discipline constantly being explored. Since the work involves a wide range of outpatient, staff mobility, not conducive to the management of a variety of factors intertwined, and the present routine outpatient management simple management tools lag, easy to make the clinic become formal rack, management has some difficulties, restricted outpatient discipline construction and development.
2 Hospital outpatient charges and outpatient hospital charges queuing analysis is an important part of hospital financial management and economic activity [9]. Survival and development of the hospital itself increasingly dependent on operating revenues of medical services, the hospital in order to survive and develop, we must continue to enhance the business sense to adjust the service structure, improve service attitude improve service quality, reduce service costs. Thus, for-profit hospitals in terms of how to increase revenue, reduce costs, the hospital has been the goal. According to the survey, that the hospital's main income comes from the patient's examination and treatment fees. Therefore, to increase hospital revenues, we should try to keep the patient and increase patient satisfaction, in order to reduce the patient's loss. But how to keep the patient do? This would improve the quality of hospital services, reduce patient waiting time.
2.1 patients queuing queuing theory [10-12], also known as stochastic service system theory, the study of office queuing system, scientific and accurately describe the probability of regularity queuing system, while the doctor's office and the optimal design and arrangements optimal operation proposed scientific and effective correction to provide quantitative and scientific basis for the arrangements for outpatient work to increase predictability, reduce blindness, to best meet the needs of patients and their families, while effectively avoiding the waste of resources, solve 'your doctor, medical care,' the social problems from the source. Reduce outpatient service process waiting time, and constantly improve the quality of medical services, patients can greatly reduce the cost of waiting (loss), but also increases the cost of hospital outpatient services.

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