List of bosses!

At the beginning of the year, I was sent to a hospital in Anhui to implement the software system. The time the company gave was one month, that is, it was completed by March 19. But as a matter of fact, I am still in this hospital till now. The reason is that I am going to come here ....
My colleagues and I started from Xi'an on June 15, lunar January. After a one-day and one-night train run, the train arrived at the destination at the next day. After arriving at the hospital, I went to visit the hospital's leaders and four network administrators without coming and resting. I can say that I started my work in the afternoon.
As the network project was not completed during the year, my colleagues, I, and the hospital's network management team started to carry out later network engineering construction under our arrangement, mainly to test whether the lines were smooth, modules, panels, and cabinets between several buildings are installed as required. Data center arrangement: Server Installation and debugging, backup power installation, and UPS installation. I spent all my time in this kind of work in February. In the middle, we are constantly urging relevant departments of the hospital to maintain and organize the hospital code, mainly including the arrangement and maintenance of Pharmacopoeia and billing items.
At the beginning, my colleagues and I both wrote summaries, wrote work diaries, and wrote plans according to company regulations. However, there was no way to write it after January 1, middle March, because we had nothing to write. The work was not smooth. Network hardware has actually been active for two weeks. The computer has not been issued.
In March, we repeatedly asked the hospital's network administrator to send the computer to the department as soon as possible. Network management is also very obedient according to our requirements, but the problem arises, no department to get the computer! Two or three computers cannot be sent in a day, and sometimes several computers cannot be sent in a week. The hospital has more than 100 computers in total, so I don't know when to send it!
Let alone this question. Let's talk about the maintenance of hospital code. One of the two most important pillars of a hospital is also the key part to be maintained in our system: Pharmacopoeia and billing items; the correctness of these two maintenance items directly affects later use. Unqualified maintenance may cause a lot of troubles and problems for later use. It can be said that the started system is also very failed. My colleagues and I had a division of labor at this time. I was responsible for the training of hospital nurses, doctors, pharmacy drug store operators, and toll collectors. He was responsible for the maintenance of hospital code.
Let's talk about each other. Let me first, because two other colleagues of the company have already trained some modules before. I think the training part should not be a problem. I just need to explain it and review it. But now I am wrong. In fact, it has already been reflected in training. During the training process, especially on the nurse station, the training is difficult. Every time I start to explain it for less than 10 minutes, I cannot talk about it because I have no chance to intercept. I only heard a quarrel and some inexplicable questions. What is the content of their quarrel? There are no more than two scopes: charging and workload.
Charging problem: this hospital has never had any computer system so far, and everything is a traditional manual operation. The charges for each department are relatively "independent, the same fee varies with different departments. In some countries, each department has different charging standards ". One of the simplest and most common billing items, such as intravenous infusion, is charged for 6 yuan for the first bottle, 1 yuan for the second bottle, and so on according to national standards. According to this standard, the cost of two bottles should be 7 yuan, but I found that only one department was charged during the training process. Other departments are different, with 8 yuan and 9 yuan respectively, and there are different reasons. As a result, we can imagine how other fees are charged. Therefore, this problem has been plagued by the implementation of the entire system. Originally, a hospital had only one standard for the same billing items, and they were all approved and unified by the finance department. But not here. The Finance Section can be said to have no idea about this. I am not exaggerating. The performance of the Finance Section can be seen in the future implementation process. The Chief Financial Officer is a female and a wilting person. We asked her to inform each department to sort out the billing items of her own department (except those in the unified state, but they must also be charged, A large part of the cost of materials), it is also obedient, notification sorting, that is, no results.
Workload problem: because our system focuses on billing management, the traditional hospital model has changed a lot. After the system is built, the work originally completed in the hospitalization and functional departments has been completed, for example, accounting and price planning are now distributed to nurses in each department. In fact, it is the entry and execution of medical orders, as well as the miscellaneous billing of departments. However, there have been fierce quarrels, quarrels, and quarrels. Some of them simply leave without asking. Training is not smooth.
Maybe you ask me back. These questions should be reported to hospital leaders for coordination. The hospital leaders should be responsible for coordinating the incident, but we went to a hospital director who was also the director of the project. He does not know what to say. He is a real leader. We gave the problem to him. He just said, "this system can be used up in other hospitals. We should be able to get it up here. Who is that, XX (hospital network management) Is there a problem? If any problem has been solved, you should go directly to their director and head nurse. "What about network management? What else can I say? You can only say yes, no problem. We have nothing to say. Go down to the director and head nurse. One department and one department are waiting for their time. It is just about half a day, but it does not reflect the problem, or you can contact the department to leave. We are so angry! Hospital network management is also helpless. After all, they are young and have no power. The hospital also held several meetings. We did not attend the system issue because we did not attend the meeting, but the problem is still the case from the reflection of the network management, the meeting is also a quarrel.
As a result, the code was barely ready for use in early April, and my colleagues and I really didn't want to hold on to it any more, so they rushed to bring the outpatient Charging System and the pharmacy management system to it, there is still a doctor's site in the clinic. Temporarily unavailable (the reason is the maintenance of paid items and pharmacopoeia ). The first day of the outpatient service fails, and the paid items cannot be adjusted. Finally, the hospital leaders spoke about the computer and the reception. My colleagues and I are very helpless and have no choice but to agree to it in order not to let the patient wait. After all, the two of us have been out for more than two months, so we can't have none at all.
In this way, the outpatient service was half-computer and semi-manual. Until June, the outpatient service doctor stood up. It should be accurate to say that the hospital's charging items were well maintained. There was another episode, which was originally planned to go to the outpatient doctor's site at 51. However, when preparing, the hospital organized a visit, when I came back, I brought back a billing item (an electronic version). The president asked me to use this set of billing items, 9000 records, and adapt the items to our system, the maintenance volume is very large. It has been so long since there were only more than 4000 chargeable projects. This time, I had a very good atmosphere, but there was no way. The hospital director has decided. During the May s, more than 9000 contents were organized, and some billing items of the Department were continuously collected.

In middle June, the charging items were finally sorted out, but another problem occurred. It took two weeks for the hospital to decide the problem. The intermediate reason was that the dean of the hospital (the four deputy presidents) did not go out to study, and others did not dare to decide. However, the problem was solved shortly after the president came back. The outpatient doctor station finally got up.
At this point, the outpatient system has come to an end. Originally, we went to the clinic and the hospital together in other places. Here, the hospital means gradually. It is not allowed to get up once for fear of problems. We had.
All preparations for hospitalization will be actively prepared later, including re-training on the system. The hospital was originally hospitalized with a doctor's workstation, but the hospital's leadership decided that the doctor would not be able to stand. The nurse enters the doctor's advice. In this case, the hospitalization process is modified and the module needs to be changed. Change the original nurse workstation to the doctor's advice management system. The medical order management system is not integrated as above, so it is temporarily borrowed from the hospital. The company also agreed.
In this way, we need to re-train nurses and other modules and follow the modified process for training. In this way, July is approaching.
At the beginning of July, I went off the "Notice". If the hospital was not started on 15th day of this month, I would ask to withdraw it. Wait until the hospital preparation is complete. The hospital leaders gradually asked about these issues (in fact, after the hospital organized a visit, the hospital leaders paid attention to the system work, it turns out that it is difficult for us to rely only on our hospital network administrator. Only those who work in the department are responsible ). As a result, the preparation work was still smooth, and the launch was finally set to start on the 18 th (by, or delayed for 3 days.
The computer was finally delivered around the 15th, and the computer and network system of the whole ward had another big check.
On the morning of the 17th, the finance department went to the inpatient department to handle patient settlement work for the entire hospital (we plan to start at four o'clock P.M ). I don't know why the finance chief was so active at this time !!! At the beginning, there was a lot of chaos, because the number of patients in the morning was more than the number of discharged patients. Therefore, the work progress in the morning is very slow. But it cannot be stopped. Check the pharmacy in the evening, and the nurse records the doctor's advice until the next morning. We just need to rest. On the early morning of the 18 th, we had 6 people (four hospital network administrators) and went to the ward according to the original arrangement. Squat. Fortunately, the preparations in the early stage were not made in vain. Now everything goes well. Of course, there are still occasional problems. In fact, there are still issues with billing items and the Finance Section. What's more, there are several patients who don't even know about the Department (which is also a problem in the finance department ). However, the overall process is smooth.
After one week of auxiliary operation, we don't need to go out in the IDC.
In fact, when I came here, the company asked me to come and learn, because I was an experienced employee. However, during the implementation process, I found that many problems on the system should be discussed together. Of course, I say this too much, but I admire him very much, that is, his emotional control and overall arrangement. Although it was a bit unpleasant in the middle, he quickly resolved it with his apology. This old man went back at 51 and thought about his wife. The company sent another colleague. After arriving, I realized that I had just entered the company. I also learned it. I suddenly changed my role and became an old employee! There is nothing to say about the company arrangement! Continue to do it below!

It was difficult to understand the reforms mentioned in history. I thought that introducing a new method should be a good thing for society, but why is it difficult to implement it? I have understood this time and have thoroughly understood it. The same is true for a small hospital. What's more, a large country!
There are few leaders with good support and few who are obedient and practical. The implementation method is the most important!
Oh, by the way, the project list was signed by our boss.