VIETNAM NATIONAL UNIVERSITY, HA NOI

INS2023-International School
INTERNATIONAL SCHOOL

INS2023 – OPERATIONS MANAGEMENT

PROJECT REPORT

A report about the management of medical examination and treatment operations at

Outpatient Clinic for Requested Services of Bach Mai hospital

Prepare by: Group 12

Trần Việt Long – 18071483
Lê Trang Nhung – 18071190
Đỗ Anh Luyện – 19071575
Phan Thị Bích Phượng – 18071209

Prepare for: Ph.D. Trần Công Thành 1|Page

Hanoi - 2021
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Table of contents
I. Introduction .............................................................................................................. 3
1. About the report ..................................................................................................... 3
2. Structure of the operation ...................................................................................... 3
3. Strategic objectives ................................................................................................ 4
II. Operation management practices.............................................................................. 5
1. Supply chain management ..................................................................................... 5
a) Description of supply chain management in Bach Mai hospital .................... 5
b) Problems ......................................................................................................... 6
c) Practices ......................................................................................................... 7
d) Recommendations .......................................................................................... 7
2. Total quality management ..................................................................................... 7
a) Description of total quality management in Bach Mai hospital ..................... 7
b) Problems ......................................................................................................... 8
c) Practices ......................................................................................................... 9
d) Recommendations ........................................................................................ 10
3. Forecasting .......................................................................................................... 10
a) Description of forecasting in Bach Mai hospital .......................................... 10
b) Problems ....................................................................................................... 11
c) Practices ....................................................................................................... 11
d) Recommendations ........................................................................................ 12
4. Inventory management ........................................................................................ 13
a) Description of inventory management in Bach Mai hospital ....................... 13
b) Problems ....................................................................................................... 13
c) Practices ....................................................................................................... 14
d) Recommendations ........................................................................................ 15
III. Recommendations ............................................................................................... 15
IV. References ........................................................................................................... 16
V. Appendix ................................................................................................................ 18

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I. Introduction
1. About the report
This report aims to evaluate the operation of Outpatient Clinic for Requested Services -
Bach Mai Hospital and suggest a few recommendations for improvement based on direct
observation and research of group.
It includes 4 parts: the first part introduces about the report, structure of the operation and
strategic objective in operation management of the hospital; the second part mentions four
operation management practices including supply chain management (SCM), total quality
management (TQM), forecasting and inventory management; the third part is
recommendation of whole report and the last one is reference.
2. Structure of the operation
Based on a video [0] that we recorded and observed by ourselves, it can be seen that the
medical examination process includes the 5 main steps: Registration – Consultancy –
Payment - Examination, Diagnostics – Results.
Process 1: Patients line up, get the examination number at the reception desk of the
hospital. Here, the patient fills in personal information, the type of disease examined, the
doctor examines himself/herself.
Process 2: Take the examination card and go to the clinic listed on the ticket, wait for
your turn to enter the examination. The doctor will perform a physical examination to
diagnose the disease.
Process 3: If the patient is assigned to do tests, ultrasounds, scans, then go to the reception
counter to pay the fee.
Process 4: Go to the ultrasound room for testing. Depending on the type of test, the results
will be returned immediately or the date of receipt of the results will be scheduled.
Process 5: After having the test results, the patient returns to the doctor's office to hear
the conclusion. If only medication is needed, the patient receives the prescription and
leaves. If hospitalized, the patient returns to the reception counter to complete the
admission procedure.
In general, these processes are clear, precise, and easy to follow for the patients.
Especially, the cost of medical examination and treatment, the cost of testing and
examination at the request of the patient must be fully paid without being covered by
health insurance.

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3. Strategic objectives
The first objective is service quality, specifically, the quality of examination and
treatment service because the first factor that patients care about when choosing a hospital
is quality. Outpatient Clinic for Requested Services focuses on improving the quality and
efficiency of medical examination and treatment by developing and completing technical
procedures and guidance on specialist diagnosis and treatment. The hospital aims that the
percentage of patients and their families satisfied with health care services increases
compared to 2020 and minimizes hospital overcrowding.
The second objective is time, specifically, reducing patient waiting time as short as
possible. It includes waiting time to register; waiting for serial number; payment of fees
and drug charges; waiting for dispensing of medicine; waiting for testing/diagnosis
images; waiting for medical examination; waiting for subclinical results)
The quality of service and reducing waiting time is fundamental to a highly effective
hospital and also two key objectives which focus during this report.

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II. Operation management practices

1. Supply chain management
a) Description of supply chain management in Bach Mai hospital
The report describes supply chain management within the clinic requirement department
of Bach Mai hospital. Supply chain management (SCM) is the management of the flow
of goods, data, and finances associated with a product or service, from the procurement
of raw materials to the delivery of the product at its final destination. Although many
people equate the supply chain with logistics, logistics is actually just one component of
the supply chain. Supply chain activities span procurement, product lifecycle
management, supply chain planning (including inventory planning and the maintenance
of enterprise assets and production lines), logistics (including transportation and fleet
management), and order management. According to this report by MarketsAndMarkets
[3], the healthcare supply chain management market’s total value will be more than $2.2
billion by 2021, which is an increase of more than 53% from 2016. This demonstrates the
continued rise of healthcare costs, pointing out the need for better managing the
healthcare supply chain. Our review and analysis of Bach Mai hospital’s request clinic
help us explain how changes within the pharmaceutical process improve service quality
and reduce time.
In the healthcare industry, timing is everything. Being late to deliver products such as
important medical devices and medical supplies is not an option when the consumer is a
patient and the product is a life-saving device. By having the right goods at the right time,
avoiding shortages of goods, it helps the hospital improve the quality of service.
In particular, the healthcare SC in the Bach Mai hospital context generally consists of
four main actors: 1) producers; 2) purchasers; 3) providers 4); patients (Figure 1)

Figure 1: Outpatient Clinic for Required in Bach Mai hospital supply chain.
Producers produce goods such as pharmaceuticals, medical devices and implants, and
medical/surgical supplies that are necessary in the delivery of healthcare. Some
companies’ producers are CPT Sutures manufacture, Vietnam Medical Equipment
Corporation – CTCP Vinamed, 24h medical equipment company, Hanoi IEC Company,
... Purchasers consist of group purchasing organizations (GPO) and distributors who
facilitate the payment for and the shipment of goods from producers to providers. Among
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them, the main actors are depositaries and wholesalers. The difference between these two
subjects is fundamentally linked to the acquisition of the goods ownership: depositaries
work in deposit account and they are paid on the basis of a fee-for-service; they carry out
temporary storage of products and send them to providers. Wholesalers acquire the
ownership of pharmaceuticals and the related business risk, buying the availability of
pharmaceuticals from the industry or by depositories. They must satisfy the demand of
providers quickly, with a widespread distribution and through the management of a large
number of references. To the actors of healthcare SC described above we must add
providers, who may purchase goods from purchasers or directly from the producers. They
use pharmaceuticals to administer healthcare services to patients. In particular,
pharmacies can distribute pharmaceuticals to dismissed patients or to patients who, due
to debilitating diseases, cannot get to the hospital to access the necessary pharmaceuticals
to their treatment assigned. Patients (both hospitalized and dismissed) are the final
customers of the healthcare process.
b) Problems
With a big hospital like Bach Mai, problems
in supply chain management are inevitable, and the
following are the ones we can observe. The first
problem is drug shortages. There are many reasons
for the shortage of drugs such as: manufacturers have
difficulty in production (outdated production
equipment, human resource shift, change of
production form, ... .); natural disasters (earthquakes,
hurricanes, ... for example In 1998, shortages of
certain drugs occurred when Hurricane George
damaged pharmaceutical manufacturing facilities in
Puerto Rico, 2005 , increased demand and shortages of certain drugs caused by hurricanes
Katrina and Rita, etc.); and problems with supply and demand (demand for a drug may
rise unexpectedly or Production capabilities, for example in 2006, a shortage of influenza
vaccine for children occurred when the Centres for Disease Control and Prevention
(CDC) changed its guidelines to include children as young as 6. to 59 months of age.2
Changes in these recommendations put pressure on single product suppliers that FDA has
approved for use in children aged 6 to 23 months); ... This can be found through research
on the causes of drug deficiency (Fox ER. University of Utah Drug Information Service).
Healthcare practices, facilities, and hospitals are becoming more consolidated. Health
systems are growing, merging, and acquiring. As this happens, supply chains within these
siloed yet merged organizations remain separate. Healthcare providers need to address
this because inconsistency between these supply chains will negatively impact the bottom
line. These supply chains need to be integrated. Purchasing channels need to be
centralized. Facilities need to share contracts so that they can gain access to higher tier
pricing. Without these adjustments, the supply chain will not be cost-effective and the
processes that it contains will remain inefficient. In order to overcome the above
conditions, the medical examination department has used management software and

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when the quantity of drugs and medical supplies is below standard of reserve, the goods
will be imported
c) Practices
The value of the healthcare supply chain market is increasing due to a number of factors
such as the government's policy of attaching importance to health, which in turn has
created an invisible pressure on hospitals and healthcare providers. provided to make
operations more efficient. In recent years, Bach Mai has applied automation in its supply
chain management. It has made the on-demand medical clinic smarter and cleaner. it is
useful by automating a wide range of important logistical procedures and processes.
d) Recommendations
Some recommendations can be proposed: Firstly, Reasonable adjustment of suppliers to
avoid dependence on few manufacturers, to avoid shortages of medicines and medical
supplies in the above problems. Secondly, Integrated supply chain support through cloud-
based technology platforms allowing suppliers, manufacturers and distributors to share
data, automate business processes, and execute transactions, ... That means SCM needs
to have multiple vendors and integrate technology into the process.
2. Total quality management
a) Description of total quality management in Bach Mai hospital
In order to control the quality of medical examination and treatment, the Outpatient Clinic
for Required Services must develop, promulgate, and disseminate quality goals to aim for
in order to continuously develop medical examination and treatment services. Quality
objectives are consistent with the specified national quality policies and available hospital
resources.
Develop plans for quality improvement by identifying priority issues to implement
quality improvement activities in line with the hospital's existing resources, continuously
improving based on survey and evaluation customer satisfaction.
Outpatient Clinic for Required Services evaluates and certifies hospital quality according
to quality standards issued by the Ministry of Health. In addition, to ensure quality
Outpatient Clinic for Required Services has also implemented Quality Management
Quality according to ISO 9001: 2008 built for laboratories, suitable for hospital testing
departments and ISO 15189 for function rooms, pharmacy departments, sterilization
centres...

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b) Problems
The use of the Cause-and-Effect diagram to identify fluctuations in quality is often caused
by a variety of causes. Using cause-and-effect diagrams helps users easily find and
identify the causes of product, service or process quality problems.
Here are some causes that affect quality in terms of: Customer Service, Environment, and
Equipment.

- Customer Service
Affecting the quality of customer service is because the medical examination and
treatment process makes patients wait a long time. Because the number of patients coming
to the clinic every day is too large, waiting too long to get the order number and examine
the patient is a problem that patients always worry about when coming to the doctor. In
the case of patients in other provinces, they often arrange to go early (at 3-4 am) to get
the serial number. After getting the serial number, the patient needs to wait for their turn
to be examined. However, when the examination is completed in the morning, the results
will not be available until the afternoon or other day. This is inconvenient for patients
who are far away, such as losing waiting time, room rental, and food costs.
The next reason affecting poor customer service is that after the medical examination, the
doctor does not call to consult with the patient such as asking about the current health
situation and how it is progressing. It is convenient to monitor patients as for patients with
good progress, they do not need to go to the doctor or get the next medicine, but just stay
at home to continue the treatment prescribed by the doctor, for patients without good
progress, there should be a solution or a quick and timely change in the treatment regimen.
- Environment
Noise pollution is one of the strongest impacts on green and healthy environment. Noise
pollution is inevitable for last-line hospitals like Bach Mai. The noise affects the working
efficiency of the staff around, slows down the progress of administrative procedures as
well as medical examination and treatment for patients (takes time to remind the order)

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- Equipment
Lack of seats is one of the factors affecting the inadequate equipment to provide to
patients. In the on-demand medical examination and treatment department, there are
usually only a few rows of chairs that are not enough to meet the average patient's daily
life. The hospital has up to 4,000-5,000 patients, so most patients have to wait for tickets.
This affects the mental and health of patients when they have to wait for a long time,
especially in the current severe weather.
c) Practices
In order to constantly improve the quality of medical examination and treatment, having
success is indispensable for customer satisfaction, so the medical examination and
Outpatient Clinic for Required Services has based on the Likert scale to assess the
patient's satisfaction when experiencing services in the medical examination. Measuring
patient satisfaction is based on the Likert scale [12], with 05 levels of choice
corresponding to the score:
Level I: Very Dissatisfied, Strongly Disagree (equivalent to 1 point)
Level II: Dissatisfied, Disagree (equivalent to 2 points)
Level III: Acceptable, no opinion (equivalent to 3 points)
Level IV: Satisfied, agree (equivalent to 4 points)
Level V: Very satisfied, strongly agree (equivalent to 5 points)
Satisfaction evaluation results are divided into 2 levels:
Satisfied: Average score of content > 3 points (from level III and above).
Dissatisfied: The average score of the contents is < 3 points (below level III)

In addition, the 5s method in quality management has been applied to the Outpatient
Clinic for Required Services and is described as a 5-step technique for establishing and
maintaining a quality work environment. The implementation of this method will help
the hospital to organize quality management activities well, control normal and abnormal
conditions to minimize errors, costs and maintain the work environment healthy and safe.
Do not waste on unnecessary, unprofitable activities. When applying the 5S model to
medical examination and treatment, from the time the patient enters the hospital to the
completion of the examination process will be faster when there is no need to waste time
and effort for each person when having to find an item object or device, from which timely

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and appropriate treatment decisions can be made.

d) Recommendations
In order to improve the quality of medical examination and treatment services more
professional,efficient, faster, we would like to recommend to Outpatient Clinic for
Required Services apply AI artificial intelligence to help analyze data quickly and
accurately. Especially in medicine, data is very complex, requiring high accuracy.
Specifically, AI technology helps doctors in data collection and processing. Assist in the
diagnosis, evaluation of results, discovery of new treatment methods...
AI has applications that guarantee speed and accuracy such as:
- Support pathological imaging with CAD system to make diagnosis faster and easier.
- Support analysis, testing.
- Robots support high-precision surgeries.
- Support research into the latest cancer treatments.
- Analyze treatment data to select the right drugs to treat the disease.
3. Forecasting
a) Description of forecasting in Bach Mai hospital
Forecasting can be expressed as making predictions at times when the results are not
observable in the present situation. Forecasting plays an important role in making short
and long-term decisions (Armstrong, 2001; Qin and Shi, 2006) [10].
In this report, we refer to predictions about the number of patients coming to the clinic
and the time of arrival; these are two important input parameters that determine the
hospital's operational plan. The application of predictive method to these two factors will
be very useful for Supply Chain Management because it will indicate the input in the
hospital.

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Compared to other departments of the hospital, the Outpatient Clinic for Required
Services is clearly outnumbered by other departments. One of the unpredictable factors
in medical services is the number of patients coming in. The number of prospective
patients requiring consultation and treatment with this service is directly related to the
various independent variables and to the number of daily visits over the past period.
Accurate forecasting of the arrival of patients in need of immediate health care will
contribute to improving human resources and medical equipment.
On the other hand, arrival time is also an important factor to be predicted. Time has an
important effect on Faculty performance. It is measured and analyzed for an appropriate
assessment of hospital performance.
b) Problems
In forecasting, fault forecasting is inevitable. There are many reasons that make
forecasting inaccurate, one of which is unpredictable variables such as weather, natural
disasters, epidemics, etc. Besides, there is not enough data, figures in hospital reports
which also make predictions difficult and misleading.
c) Practices
The application of time series analysis to hospitals data is becoming nowadays more
attracting than ever before [11]. Bach Mai hospital also use VARMA model to predict
daily patient attendances based on multivariate time series. Forecasting of patient
demands in Outpatient Clinic for Required Services is a key to design suitable plan which
help the hospital avoid overcrowding.
Jones et al. (2006) presented an approach based on BoxJenkins models for forecasting the
number of daily patient arrivals, and the number of beds occupied at Bromley Hospitals
NHS Trust in United Kingdom [12]. Sun et al. (2009) used ARIMA model to predict daily
attendances at a regional general hospital from July 2005 to Mar 2008 [13]. VARMA
models allow multiple concurrent series to be modeled and give more accurate results
than other models. Figure 3 will shows the procedure used to fit VARMA model.

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Figure 3: Time-series modeling using VARMA procedure

Several tools have been employed for selecting statistical models, such as the extended
cross-correlation matrices (ECCM) [14], information criteria (Bayesian Information
Criterion or BIC and Akaike information criterion or AIC). To estimate the VARMA
model parameters, maximum likelihood estimator can be used [15].
The data will show the patient flow varied between the winter period, the summer period
and the number of arrivals changes during the week (Monday and Sunday are usually the
days with a large number of arrivals). Therefore, the hospital can be make predictions
about number of arrivals in the next period based in the given figures.
d) Recommendations
Using time-series analysis on forecasting requires available data which are often difficult
to obtain, so we would like to recommend a solution. This is applying "Big Data" in the
management in the Outpatient Clinic for Required Services. Applying big data analytics
has many positive and cost-effective results. Nowadays, many countries have begun to
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promote the application of "Big Data". Big data will help the hospital use predictive
analysis and forecast the number of daily visits to adjust human resources appropriately.

4. Inventory management
a) Description of inventory management in Bach Mai hospital
The organizations need to keep stocks in the warehouse due to several reasons, being the
most known the quick demand satisfaction, to avoid stock outs, to minimize the forecast
demand fluctuations, or get quantity discounts (Lisboa, 2006). To do that, inventory
management plays an important role. Inventory management need to indicate when to
order, how much to order and how to stock.
In Bach Mai hospital in general and Outpatient Clinic For Required Services Operations
in particular, many materials are essential to keep the health quality or even the life of
patients so inventory management is to supply materials in time and meet unforeseen
future demand to give maximum clients service quality.
Inventory management here using “time-based review” method that means inventories
are regularly checked and recorded to know when to order and how much quantity, to
avoid shortages or excess. Moreover, inventories are classified and preserved in different
ways to avoid damage.

b) Problems
There are some difficulties in inventory management at outpatient clinic for required
services Operations at Bach Mai hospital:
o Required very strict preservation: All surgical instruments must be completely
sterile, many medicines must be stored at different temperatures
=> The large inventory will cost the hospital a lot of money for preservation
o Poor Data Management: Because it is a central hospital, the number of patients
coming in each day is very large and unstable, leading to inaccuracy and lack of
medical equipment when needed.
o Shortage of Medicines & Surgical Equipment: Besides preservation, The shelf life
of Medicines & Surgical Equipment is also very important

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c) Practices
* ABC inventory classification model:
To make it easier to check and preserve hospital goods, the ABC inventory
classification model was applied:

Criteria Class

A B C

Number of items 15% 25% 60%

Values 70% 20% 10%

Stock control Strict Moderate Loose

Example X-Ray Machine, Glucometer, Gauze piece, paper

ventilator… Medicines… pins…

All good will be divided into 3 classes. In the first class will have the smallest quantity
(15%) but account for the highest price (70%) and required very strict preservation. In
the second class, number of items is 25% with value 20% and moderate preservation. In
the third class, with largest number of items (60%) and lowest value (10%) and stock
control is loose.
For example:
A class: X-Ray Machine, ventilator…
B class: Glucometer, Medicines…
C class: Gauze piece, paper pins…
* Two-bin system:
To answer the question
“when to order, how much to
order?”, two bin system was
applied:
When items in the first bin have
been depleted, an order is placed
to refill or replace them. The
second bin is then supposed to
have enough items to last until the
order for the first bin arrives.
That way, hospitals can more accurately estimate the quantity of goods to order to reduce
shortages or excess inventory.

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d) Recommendations
o Need to upgrade the data storage system:
Due to the large number of customers, it is very time consuming and may not be accurate
in determining the required inventory if using manual methods. With advance data
storage system and applying predictive modeling, hospital can make more accurate
decisions.
o Create an advanced inventory management software:
With advanced inventory management software, inventory managers can do several
things with just one click.
- Easy to check inventory quantity and the expiration date of inventories.
- Warning when goods are about to expire.
- Automatically record the time of entering and leaving the warehouse of goods.
- Reduce human cost.

III. Recommendations
To begin, acceptable supplier adjustments are required to reduce reliance on a few
manufacturers and to avoid shortages of medications and medical supplies in the
aforementioned conditions. Second, cloud-based technology platforms that enable
suppliers, manufacturers, and distributors to share data, automate business
processes, and execute transactions,... That implies SCM must work with a variety
of vendors and incorporate technology into the process.
Applying artificial intelligence AI for total quality management to help analyze
data quickly and accurately.
Applying "Big Data" in the management to forecast the number of daily visits to
adjust human resources appropriately.
Need to upgrade the data storage system and create advanced inventory
management software

TOTAL WORD COUNT: 3807

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IV. References
[0] Long Tran. 2021. New video 1. [Online]. [Accessed 2 June 2021]. Available
from:https://drive.google.com/file/d/1ACfHxbazvxUGo3b1EZ04kpQAVcaddHKJ/view
?usp=sharing
[1]Thục Mai, 2017, QUY TRÌNH TIẾP ĐÓN VÀ QUẢN LÝ NGƢỜI BỆNH ĐẾN
TƢ VẤN VÀ TÁI KHÁM THEO YÊU CẦU TẠI CÁC ĐƠN VỊ, p. 4-6
[2]Hằng, 2019, Quy trình khám bệnh tại bệnh viện Bạch Mai, Available at:
https://topbenh.com/quy-trinh-kham-benh-tai-benh-vien-bach-mai/( Accessed: 30
September, 2019)
[3]MarketsAndMarkets,2016, Healthcare Supply Chain Management Market by
Component (Software (Inventory (Order and Warehouse Management), Purchasing
(Supplier, Strategic Sourcing)), Hardware (Barcode, RFID)), Delivery Mode (On-
premise, Cloud) and End User - Global Forecast to 2021, available at:
https://www.marketsandmarkets.com/Market-Reports/healthcare-supply-chain-
management-market-77439622.html (Accessed: 19 August 2016)
[4]Luoma, Chris, 2018, Integrated Supply Chains and the Future of Healthcare,
available at: https://www.supplychainbrain.com/blogs/1-think-tank/post/29153-
integrated-supply-chains-the-future-of-healthcare (Accessed: 28 December 2018)
[5]Attainia Team, 2018, Top 8 Challenges Facing The Healthcare Supply Chain,
available at: https://www.attainia.com/blog/challenges-facing-healthcare-supply-chain/
(Accessed: 29 May 2018)
[6]Ageron, 2018, Healthcare logistics and supply chain – issues and future challenges,
available at: https://www.tandfonline.com/doi/full/10.1080/16258312.2018.1433353
(Accessed: 20 February 2018)
[7]Clement, K. Odoom, 2012, Logistics and Supply Chain Management in the Hotel
Industry: Impact on Hotel Performance In Service Delivery, Las Vegas: University of
Nevada
[8]Kamel, Vinod, Uma, A. Fantazy, Kumar, 2010, International Journal of Hospitality
Management, available at: www.elsevier.com/locate/ijhosman, pp. 658-693
[9]Blandine Ageron, Smail Benzidia & Michael Bourlakis, 2018, Healthcare logistics
and supply chain – issues and future challenges, Supply Chain Forum: An International
Journal, available at: https://doi.org/10.1080/16258312.2018.1433353( Accessed: 20
Feb 2018)
[10] M. Yucesan, M. Gul, S. Mete, and E. Celik (2019.), “A Forecasting Model for
Patient Arrivals of an Emergency Department in Healthcare Management Systems,”
Intelligent Systems for Healthcare Management and Delivery, pp. 266-284.

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[11] J. Bergs, P. Heerinckx, and S. Verelst (2014), “Knowing what to expect,

forecasting monthly emergency department visits: A time-series analysis,” International
emergency nursing, vol. 22, no. 2, pp. 112–115.
[12] S. S. Jones, T. L. Allen, T. J. Flottemesch, and S. J. Welch (2006), “An
independent evaluation of four quantitative emergency department crowding scales,”
Academic Emergency Medicine, vol. 13, no. 11, pp. 1204–1211.
[13] Y. Sun, B. H. Heng, Y. T. Seow, and E. Seow (2009), “Forecasting daily
attendances at an emergency department to aid resource planning,” BMC emergency
medicine, vol. 9, no. 1, p. 1.
[14] G. C. Tiao and R. S. Tsay, “Multiple time series modeling and extended sample
cross-correlations,” Journal of Business & Economic Statistics, vol. 1, no. 1, pp. 43–56,
1983.
[15] G. C. Reinsel, Elements of multivariate time series analysis. Springer Science &
Business Media, 2003
- Ho Chi Minh City Department of Health 2018, Nhiều tiện ích hứa hẹn từ “Big data”
trong lĩnh vực chăm sóc sức khoẻ, medinet, Available
at:http://www.medinet.hochiminhcity.gov.vn/cai-cach-hanh-chinh-y-te-thong-
minh/nhieu-tien-ich-hua-hen-tu-big-data-trong-linh-vuc-cham-soc-suc-khoe-
cmobile4714-7598.aspx(Accessed: 14 April 2021)
- “Triển khai mô hình “Quản lý kho tiên tiến” để giảm chi tiêu lãng phí tại các bệnh
viện” Available at:http://medinet.gov.vn/quan-ly-chat-luong-kham-chua-benh/van-
dung-nguyen-ly-kanban-cai-tien-hoat-dong-cung-ung-hang-hoa-trong-benh-vien-
cmobile8-29302.aspx
- Nadu, T. (2012). Drug Inventory control analysis in a Primary level Health care
facility in Rural Tamil Nadu, India. age, 3, 6.Available
at:http://iapsmgc.org/index_pdf/158.pdf
- “Inventory control” Available at:
https://www.slideshare.net/abhilashachaudhary4/inventory-control-in-nursing
- Quality Innovation APPLICATION OF 5S MODEL IN HOSPITAL, Available at:
https://knacert.com.vn/blogs/tin-tuc/ung-dung-tieu-chuan-5s-trong-benh-vien
- Health Vietnam (2014) GUIDELINES FOR HOSPITAL QUALITY
MANAGEMENT, Available at: https://healthvietnam.vn/thu-vien/tai-lieu-tieng-
viet/benh-vien/huong-dan-cong-tac-quan-ly-chat-luong-benh-vien
- Bach Mai Hospital QLCL ISO 9001:2015, Available at:
http://bachmai.gov.vn/quanlycl/cac-van-ban/quy-trinh/he-thong-qlcl-iso-9001-2015/gii-
thiu.html ( Accessed: July 10, 2019)
- Medical Journal of BABYLON, Available at: http://medicaljb.com/ung-dung-cong-
nghe-4-0-trong-y-hoc/ (Accessed: 22 Jun 2020)

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V. Appendix

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Work Assignment

Group members Management issue Contribute to overall Note

studied content (including
operation description,
management objectives,
recommendation, reading)
Trần Việt Long Structure of the 100% Active
operation, Supply
chain management
Lê Trang Nhung About the report, 100% Active
Total quality
management
Phan Thị Bích Phượng Strategic objectives, 100% Active
Forecasting
Đỗ Anh Luyện Structure of the 100% Active
operation, Inventory
management

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