1 管理模式的转换是医院后勤改革的突破口 (1)新门诊楼为单位全方位引进物业管理。1998年底,医院新门诊大楼落成,该楼是天津市目前具有国内一流医疗设施和技术装备,具有良好就医环境和就医条件的现代化门诊大楼。医院决定将全楼的保洁、保安工作和部分维修工作及电梯、急症导诊等服务工作委托给楼宇物业管理公司,引进了社会竞争机制。经过近一年的实践,效果明显,不但得到天津市人民的首肯,也成为启动我院后勤改革的“催化剂”。(2)因地制宜,积极稳妥地搞好综合治理。物业管理为医院带来了新的气象,但“请进来”并非长久之策,工务科主动请缨,提出改革建议,决心向改革要效益。该科是后勤的关键科室之一,工人占全处的一半左右,改革成功与否 1 The transformation of management model is the breakthrough of hospital logistics reform. (1) The new out-patient building has introduced property management in an all-round way for the unit. At the end of 1998, the hospital’s new outpatient building was completed. This building is a modern outpatient building with the best medical facilities and technical facilities in Tianjin. The hospital decided to entrust the building management company with cleaning, security and partial maintenance work for the entire building, as well as services such as elevators and emergency consultations, and introduced a social competition mechanism. After nearly a year of practice, the effect was obvious. Not only did it get the approval of the people of Tianjin, it also became the “catalyst” to start the logistics reform in our hospital. (2) Based on local conditions, actively and steadily do a good job in comprehensive management. Property management has brought new weather to the hospital. However, “please come in” is not a long-term strategy. The Works Branch took the initiative to ask for reform proposals and determined to make the reforms more effective. This section is one of the key departments in logistics. Workers account for about half of the total. The reform is successful or not.