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医院保洁精细化管理“八化”的应用
1、细化
1, refine
细化是精细化管理的基础，按照公司要求和医院现场实际情况实施细化管理，纵向延伸对保洁岗位、工作流程、服务意识的设置和要求，横向涵盖对保洁工具使用技巧、耗材发放时间、领取数量的规范和规定。
Detailed management is the basis of refined management, according to the company requirements and the actual situation of the hospital site to implement detailed management, vertical extension of cleaning posts, workflow, service awareness settings and requirements, horizontal coverage of cleaning tools use skills, consumables distribution time, the number of norms and regulations.
2、量化
2, quantifying
保洁品质有优有优劣，不能一概而论。定期对保洁员负责区域的保洁品质进行考核，将考核结果量化，打出具体分数，直接与工资挂钩。获得最高分值的保洁员，树立为标杆，号召其他员工学习。
Cleaning quality has advantages and disadvantages, and can not be generalized. Regularly check the cleanliness quality of the area in charge of cleaners, quantify the results of the assessment, score specific points, directly linked to wages. Get the highest value of cleaning staff, set up benchmarking, calling on other employees to learn.
3、流程化
3, process oriented
医院保洁，对于流程有着严格的要求，特别是涉及到病房的终末消毒、保洁工具的使用时，一定按照规范操作。比如清洁物品时，应遵循基本的作业操作原则：从里到外、从上到下、从左到右、从易后难的顺序依次进行，切不可错位、本末倒置。
Hospital cleaning, there are strict requirements for the process, especially when it comes to the use of terminal disinfection, cleaning tools, must be in accordance with the norms. For example, when cleaning goods, we should follow the basic operating principles: from inside to outside, from top to bottom, from left to right, from easy to difficult sequence, must not be misplaced, end to end inversion.
4、协同化
4, synergy
一所现代三甲医院的量级，单单依靠几个人的力量远远完成不了庞大的保洁面积，必须依靠管理处全体同事齐心协力的团队作战精神，才能完成医院频繁布置的科室开荒、应急抢险、重大活动等保洁服务任务。
The scale of a modern third-class hospital can not accomplish a huge cleaning area by only relying on the strength of a few people. Only by relying on the team spirit of all the colleagues in the management department, can we accomplish the cleaning service tasks such as opening up the departments frequently arranged by the hospital, emergency rescue and major activities.
5、模块化
5. Modularization
全年的保洁任务，划分到季度、月份、每周、每日各个时期，每个阶段执行不同的任务，解决不同的难点。每日晨会布置当天的工作重点和任务，每周周会对一周的工作进行总结和归纳，同时布置下一周的任务和重点，每月、每季度分别总结上个月和季度的工作，布置下个时期的重点，循环往复，只要保证每个时期的任务顺利完成，全年的保洁任务也可顺利完成。
The year-round cleaning tasks are divided into quarterly, monthly, weekly and daily periods, and each stage carries out different tasks to solve different difficulties. Every morning will arrange the key points and tasks of the day, and every week will summarize and summarize the work of the week. At the same time, the tasks and priorities of the next week will be arranged. The cleaning task can also be successfully completed throughout the year.
6、标准化
6. Standardization
按照公司保洁工作流程、服务理念标准不打折扣执行到位，保持与科室、病友沟通渠道的畅通，对不满意的地方积极整改，并反馈整改意见，达到公司要求、业主满意的标准。
According to the company cleaning workflow, service concepts standards do not discount implementation in place, maintain the communication channel with departments, sick friends unimpeded, positive rectification of unsatisfactory places, and feedback rectification opinions, to meet the company requirements, owners satisfaction standards.
7、实证化
7. Demonstration.
保洁现场定期进行的考核和抽查，都要详实记录，归类存档。便于总结不足，明确下一步工作目标。也可以向业主和公司提供考核的凭证和依据。
The regular examination and spot check of the cleaning site must be recorded in detail, classified and filed. It is easy to summarize the deficiencies and define the next step. It is also possible to provide certificates and basis for assessment to owners and companies.
8、严格化
8, strict
庞大的保洁面积、众多的员工，没有严格的管控难以完成既定的目标。关注员工思想变化，每天晨会对员工的表现进行点评，奖优惩劣。
The huge cleaning area, many employees, without strict control and control, are difficult to achieve the established goals. Pay attention to the change of employee's thoughts, and comment on the performance of the employees every morning.
1, refine
细化是精细化管理的基础，按照公司要求和医院现场实际情况实施细化管理，纵向延伸对保洁岗位、工作流程、服务意识的设置和要求，横向涵盖对保洁工具使用技巧、耗材发放时间、领取数量的规范和规定。
Detailed management is the basis of refined management, according to the company requirements and the actual situation of the hospital site to implement detailed management, vertical extension of cleaning posts, workflow, service awareness settings and requirements, horizontal coverage of cleaning tools use skills, consumables distribution time, the number of norms and regulations.
2、量化
2, quantifying
保洁品质有优有优劣，不能一概而论。定期对保洁员负责区域的保洁品质进行考核，将考核结果量化，打出具体分数，直接与工资挂钩。获得最高分值的保洁员，树立为标杆，号召其他员工学习。
Cleaning quality has advantages and disadvantages, and can not be generalized. Regularly check the cleanliness quality of the area in charge of cleaners, quantify the results of the assessment, score specific points, directly linked to wages. Get the highest value of cleaning staff, set up benchmarking, calling on other employees to learn.
3、流程化
3, process oriented
医院保洁，对于流程有着严格的要求，特别是涉及到病房的终末消毒、保洁工具的使用时，一定按照规范操作。比如清洁物品时，应遵循基本的作业操作原则：从里到外、从上到下、从左到右、从易后难的顺序依次进行，切不可错位、本末倒置。
Hospital cleaning, there are strict requirements for the process, especially when it comes to the use of terminal disinfection, cleaning tools, must be in accordance with the norms. For example, when cleaning goods, we should follow the basic operating principles: from inside to outside, from top to bottom, from left to right, from easy to difficult sequence, must not be misplaced, end to end inversion.
4、协同化
4, synergy
一所现代三甲医院的量级，单单依靠几个人的力量远远完成不了庞大的保洁面积，必须依靠管理处全体同事齐心协力的团队作战精神，才能完成医院频繁布置的科室开荒、应急抢险、重大活动等保洁服务任务。
The scale of a modern third-class hospital can not accomplish a huge cleaning area by only relying on the strength of a few people. Only by relying on the team spirit of all the colleagues in the management department, can we accomplish the cleaning service tasks such as opening up the departments frequently arranged by the hospital, emergency rescue and major activities.
5、模块化
5. Modularization
全年的保洁任务，划分到季度、月份、每周、每日各个时期，每个阶段执行不同的任务，解决不同的难点。每日晨会布置当天的工作重点和任务，每周周会对一周的工作进行总结和归纳，同时布置下一周的任务和重点，每月、每季度分别总结上个月和季度的工作，布置下个时期的重点，循环往复，只要保证每个时期的任务顺利完成，全年的保洁任务也可顺利完成。
The year-round cleaning tasks are divided into quarterly, monthly, weekly and daily periods, and each stage carries out different tasks to solve different difficulties. Every morning will arrange the key points and tasks of the day, and every week will summarize and summarize the work of the week. At the same time, the tasks and priorities of the next week will be arranged. The cleaning task can also be successfully completed throughout the year.
6、标准化
6. Standardization
按照公司保洁工作流程、服务理念标准不打折扣执行到位，保持与科室、病友沟通渠道的畅通，对不满意的地方积极整改，并反馈整改意见，达到公司要求、业主满意的标准。
According to the company cleaning workflow, service concepts standards do not discount implementation in place, maintain the communication channel with departments, sick friends unimpeded, positive rectification of unsatisfactory places, and feedback rectification opinions, to meet the company requirements, owners satisfaction standards.
7、实证化
7. Demonstration.
保洁现场定期进行的考核和抽查，都要详实记录，归类存档。便于总结不足，明确下一步工作目标。也可以向业主和公司提供考核的凭证和依据。
The regular examination and spot check of the cleaning site must be recorded in detail, classified and filed. It is easy to summarize the deficiencies and define the next step. It is also possible to provide certificates and basis for assessment to owners and companies.
8、严格化
8, strict
庞大的保洁面积、众多的员工，没有严格的管控难以完成既定的目标。关注员工思想变化，每天晨会对员工的表现进行点评，奖优惩劣。
The huge cleaning area, many employees, without strict control and control, are difficult to achieve the established goals. Pay attention to the change of employee's thoughts, and comment on the performance of the employees every morning.