新急診室商業模式—以某醫學中心為例

當遭遇緊急病狀或危及生命的突發事件時，急診室是人們最直接聯想到的救援組織，其能夠提供立即性的緊急治療與適當的處置。但因為台灣的相關法規政策下，使民眾在就醫選擇時的門檻降低，進而導致出現急診室壅塞與醫療資源濫用的問題，使真正需要急診室資源的病患無法得到妥善的醫療照護。若持續這樣的惡性循環，將使得醫院的醫療資源無法做有效的運用，進而導致民眾對於醫院的品牌價值下降以及醫院的整體收入降低。此議題亦為台灣的醫療產業未來所需要深思和面對的問題。本篇研究即是以醫療管理顧問的角度作為出發點，分析大環境的限制以及潛在市場，並透過深入訪談S醫生的方式得到瞭解目前急診醫療的狀況，結合分析結果與急診室實際狀況後，以個案研究法設計出一套新的商業模式以解決目前所面臨的社會問題。整體而言，本篇研究藉由PEST分析和組織變革的方式在既有組織中建構出新的商業模式，並針對此商業模式透過精實畫布給予其明確的定位與方向。因為研究上的限制，僅針對M醫院的參考要素進行設計，但透過實際案例的呈現與分析，仍能從中整理出許多可供其他醫院創新借鏡之處，故以此案例作為研究的對象與主題。

關鍵字

急診室；醫療產業；商業模式；組織變革； PEST ；精實畫布

並列摘要

When people face urgent or life-threatening events, emergency room is the portal for obtaining immediately and appropriate treatments. However, because of Taiwan's healthcare system and regulations, about, the cost for people getting emergency medical service is much lower than other developed countries, which leads to the problem of emergency room congestion and abuse of medical resources. It also deprives patients who are truly in need of emergency room’s resources and appropriate healthcare. If such a vicious circle continues, the medical resources of the hospital will not be effectively used, which will lead to a decline in the brand value of the hospital and a decrease in the overall income of the hospital. This issue is a problem that needs to be resolved for the sustainable development of Taiwan's healthcare industry. This study takes the perspective of a medical management consultant, analyzing the constraints of the environment and finds the potential markets for an innovative emergency room management model. To understand the current state of affairs in the emergency room, in-depth interviews were conducted with the specialist, doctor S. Combining field observation with insights obtained through discourse analysis of the interview transcripts, a new business model was designed to offer a solution to the congestion and misuse problems currently facing the emergency rooms. To sum, this study builds a new business model within an existing organization through PEST analysis and organizational change planning, giving it a clear positioning and direction on the lean canvas. The present research situates within the constraints of M hospital. However, through the real-life case analysis, the present research can offer guidelines for other hospitals to improve the efficiency of their emergency rooms.