數位轉型與智慧醫療： 以台大醫院雲林院為例

Abstract

數位轉型是當代顯學，各大企業及機構都希望利用數位化的工具，讓組織能夠創造出更大的效能。即使身處公立醫院，仍然無法避開這股浪潮。 台大醫院雲林分院由署立雲林醫院改制而來，接受了所有建築，持續引進醫護人力以及新進的診斷治療設備，院務在黃世傑院長、王崇禮院長、黃瑞仁院長以及馬惠明院長的帶領下蒸蒸日上。然而經過疫情的洗禮，雲林分院也需要尋求二次曲線，於是由黃瑞仁院長創立智慧醫療委員會並於馬惠明院長時將組織擴大，希望能引進智慧醫療並帶領雲林分院進行數位轉型。分院的資訊系統，在改制前引進大同資訊系統。在改制後規劃轉換成台大總院的portal資訊系統，但在第一次轉換時失敗，經過六年後第二次才成功。後來也陸續進行軟硬體的投資，改善雲林分院的網路環境與服務。然而對於資訊策略的規劃，在幾次的突發狀況與疫情侵擾下，疲於奔命，陷入被動應付的窘境。在曹老師的課堂中，重新認識資訊策略的重要性，故而對雲林分院的資訊策略重新檢討，希望能夠在數位轉型與智慧醫療的浪潮下，重新思考雲林分院資訊策略的方向。 本論文中，將以PESTEL模型來分析台大醫院雲林分院面對的外在總體環境，並使用五力分析來梳理台大醫院雲林分院在雲林的醫療環境所面臨到的各種交互作用，接著使用SWOT分析來剖析雲林分院內外環境各有什麼優勢與劣勢，最後則是使用TOWS matrix來試著構成引導未來走向的策略。 在實際的執行上，雖然無法完全依照得到的策略來進行，但是我們首先擴大了智慧醫療委員會參與人員的數目及廣度，將各大行政部門以及醫療部門的主管都納入委員會，並邀請外部委員，讓雲林分院的數位轉型以及智慧醫療不再是止於幾位委員的討論。接著我們利用智慧醫療委員會制定教學、研發、醫療以及行政四個小組，各自開會討論出這四個面向正在執行中或是規劃預備執行的專案，並在主管共識營中做報告。在主管共識營中的主管則依據報告內容是否與醫院目標契合、是否有發展的可能以及是否提昇工作流程的成熟度等等，即時在線上做綜合評分，並依照各個專案的序列總和做排序，凝聚共識，得到最優先需要執行的專案，給予院長及智慧醫療委員會作為制定策略方案的參考。 透過這樣的過程，我們再以Marcell Vollmer提出的數位轉型五大方法來重新審視我們的作法，發現問題，繼續改進。 數位轉型以及智慧醫療，都是不斷求新求變求進步的一個過程，並且使用當代具有最高生產力的數位工具來執行。我們設定與醫院發展目標契合的資訊策略，透過不斷的收集實際情況、分析、發現問題以及提出改善計畫來達到持續進步，完成雲林分院的策略目標。

Digital transformation is an unavoidable trend of modern era for all businesses and organizations, and a public hospital like National Taiwan University hospital Yunlin Branch is also definitely involved. National Taiwan University Hospital Yunlin Branch was transformed from Yunlin Hospital, one of the subordinates to Department of Health, in 1993. Because of the continued recruitment of medical staffs and new diagnostic and treatment utilities under the leadership of all superintendents, including Huang Shier-Chieg, Wang Chung-Li, Hwang Juey-Jen, and Ma Huei-Ming, the hospital kept growing. Viewing the trend of digital transformation, former superintendent Hwang Juey-Jen established a Smart Healthcare Committee for planning on the strategy of digital transformation for our hospital. We tried to replace the original hospital information system with “Portal”, the information system of National Taiwan University Hospital, in 2007 but the first attempt failed. The second attempt succeed 6 years later after more detailed planning. However, the hospital's information strategy has been deterred by a number of unexpected events and the COVID-19 pandemic. We responded passively and was unable to lead the change. Inspired by Professor Chou, we re-evaluated Yunlin Branch's information strategy, which should lead our hospital on the track of digital transformation and smart hospital. In this paper, we used PESTEL model to analyze the external environment and we used five forces model to explore business environment around Yunlin Branch. We used SWOT analysis to identify the internal and external strengths and weaknesses of Yunlin Branch. Finally, we used the TOWS matrix to develop strategies for the hospital. In the real world, it was not possible to implement all the strategies developed in this paper exactly as planned. However, we have taken a few steps: We expanded the size of the Smart Healthcare Committee to include representatives from all administrative and medical departments, as well as ones from outside of hospital. This ensures that most departments of our hospital would be involved. We established four working groups under the Smart Healthcare Committee: education, research, medical care, and administration. Each group meeting discussed projects that are currently underway or that are being considered for implementation. The groups then present their reports to a meeting of hospital administrators. At the department leaders’ consensus camp, participants use an online scoring system to rate each project based on its alignment with the hospital's goals, its potential to realization, and its potential to improve process maturity. Gathering and presenting the ranks of each projects helps to build consensus. These projects would then be provided to the superintendent and the Smart Healthcare Committee as a reference for developing strategic plans. We also use the five methods of digital transformation proposed by Marcell Vollmer to re-examine our approach and identify areas for improvement. Digital transformation and smart healthcare a persistent processes of healthcare innovation and quality improvement. They require the use of most productive digital tools for the hospital. We have developed an information strategy that is aligned with the hospital. We shall continue to collect data, analyze it, identify problems, and propose improvement plans in order to achieve hospital's strategic goals.