Method for optimizing waiting time of outpatient

Abstract

The invention provides an outpatient waiting time optimization method, and aims to solve the problems that the existing outpatient waiting time is long, the resource allocation is unreasonable and the medical experience of patients is poor. According to the method, by deploying an intelligent queuing system, efficient management of patient registration and queuing scheduling is achieved, a patient end is integrated on a hospital official platform, a mobile terminal and self-service equipment, appointment registration and real-time number taking are supported, a management end is in butt joint with a hospital medical system, and patient information synchronization, queuing sequence dynamic adjustment and doctor-seeing notification pushing are achieved. The system further comprises a priority distribution module for automatically identifying the illness state emergency degree, the age and the special crowd attribute based on the electronic medical record data of the patient and dynamically adjusting the doctor seeing priority, and a multi-channel information integration module for realizing real-time synchronization of queuing data of the mobile terminal, the webpage terminal and the field terminal and supporting cross-channel state query and reminding push.

Description

Technical Field

[0001] The present invention provides a time optimization method, belonging to the technical field of medical systems, and particularly relates to a method for optimizing the waiting time of outpatient patients. Background Art

[0002] Outpatient waiting refers to the process in which patients, after completing the registration procedures at the hospital outpatient department, wait in the designated area for the doctor to call their numbers for diagnosis and treatment according to the registration order or appointment time. During this stage, patients usually sit on the seats in the waiting area and follow the call information through electronic screens or broadcasts, etc., so as to enter the consulting room in time to receive the doctor's diagnosis and treatment suggestions.

[0003] The existing basic outpatient waiting methods mainly include that patients go to the hospital for on-site registration or enter the waiting area to wait for the call to see a doctor after making an appointment through online, telephone, self-service machines, etc. However, this method has the problem of low time utilization efficiency: First, some patients do not use appointment registration, resulting in a long queue time for on-site registration and increasing the ineffective waiting time. Second, the inaccurate sub-period appointment or the patients not seeing a doctor according to the appointed time makes the waiting time longer. In addition, the low punctuality rate of doctors in starting the consultation and the shortage of medical staff during peak hours will also lead to an increase in the waiting time of patients. These problems not only affect the patients' medical experience, but also may cause overcrowding in the waiting area and patients' anxiety. Summary of the Invention

[0004] The embodiments of the present application, in order to make up for the deficiencies of the prior art, provide a method for optimizing the waiting time of outpatient patients, solve the problems of long existing outpatient waiting time, unreasonable resource allocation, poor patients' medical experience, etc., and effectively improve the medical service efficiency and patients' satisfaction.

[0005] In order to solve the above technical problems, the present invention provides the following technical solutions: A method for optimizing the waiting time of outpatient patients, including the following steps:

[0006] (1) Deploy an intelligent queuing system: Realize outpatient registration and queuing scheduling through the collaborative architecture of the patient side and the management side. The patient side is integrated into the hospital official platform, mobile terminal and self-service equipment, and supports appointment registration and real-time number taking; The management side is connected to the hospital medical system to realize patient information synchronization, dynamic adjustment of the queuing sequence and push of the consultation notice.

[0007] (2) Establish a multi-disciplinary quality improvement team: A cross-departmental team composed of the outpatient department, the medical department, the nursing department and the information center analyzes the waiting bottlenecks based on the five elements of "man, machine, material, method, and environment", and formulates and implements improvement plans through data-driven.

[0008] (3) Build an end-to-end online and offline integrated service: Integrate pre-consultation appointment and consultation, in-clinic payment and examination scheduling, and post-consultation follow-up functions to achieve full-cycle coverage of medical services based on the Internet platform;

[0009] (4) Implement dynamic allocation of medical staff resources: Real-time monitor outpatient flow and disease distribution through the hospital's big data platform, and conduct flexible human resource scheduling in combination with the scheduling system;

[0010] (5) Conduct outpatient inspections and supervision of doctor's visits: Register and rectify problems through a standardized inspection process, and monitor the on-time rate and diagnosis and treatment efficiency of doctors by means of information technology.

[0011] Preferably, the intelligent queuing system further includes:

[0012] (a) Priority allocation module: Automatically identify the urgency of the condition, age, and special population attributes based on the patient's electronic medical record data, and dynamically adjust the consultation priority;

[0013] (b) Multi-channel information integration module: Realize real-time synchronization of queuing data on mobile terminals, web terminals, and on-site terminals, and support cross-channel status query and reminder push.

[0014] Preferably, the work process of the multi-disciplinary quality improvement team includes:

[0015] (a) Collect problems through patient feedback, medical staff opinions, and outpatient operation data;

[0016] (b) Use the 5W1H analysis method to locate the root cause of the problem;

[0017] (c) Develop improvement measures and clarify the responsible entity and implementation schedule;

[0018] (d) Evaluate the improvement effect by comparing waiting time and satisfaction indicators.

[0019] Preferably, the end-to-end integrated service further includes:

[0020] (a) Intelligent guided diagnosis function based on natural language processing, which recommends departments and examination items according to the patient's symptoms;

[0021] (b) Integrate a multimedia health education resource library to provide disease prevention and rehabilitation guidance content.

[0022] Preferably, the dynamic allocation of medical staff resources specifically includes:

[0023] (a) Establish a cross-departmental talent reserve pool and improve emergency support capabilities through targeted training;

[0024] (b) Performance appraisal system based on the number of diagnoses and patient satisfaction indicators, and implement a differential incentive mechanism.

[0025] Preferably, the outpatient visit supervision is achieved in the following manner:

[0026] (a) Deploy doctor terminal monitoring software to collect data on outpatient visit time and the number of patients received in real time;

[0027] (b) Set a late arrival threshold to trigger a warning notice and simultaneously activate the emergency human resource dispatching plan.

[0028] Preferably, the priority allocation module adopts a weighted scoring algorithm, where the weight of the urgency of the condition ≥ 50%, and elderly patients and disabled persons are additionally given a 10%-20% priority bonus.

[0029] Preferably, the 5W1H analysis includes multi-dimensional evaluations of the environmental layout of the waiting area, equipment failure rate, consumable supply cycle, and compliance with medical treatment norms.

[0030] One or more technical solutions provided in the embodiments of the present application have at least the following technical effects or advantages:

[0031] 1. Systemic innovation (architecture level)

[0032] Intelligent scheduling center:

[0033] Through the deep integration of the intelligent queuing system and the hospital big data platform, dynamic matching of "patient flow - medical resources - service process" is achieved (such as in claims 1 and 2). Different from the traditional queuing system that only realizes sequential allocation, this solution forms a closed-loop optimization mechanism through a priority algorithm (condition weight ≥ 50%) and real-time data feedback.

[0034] Full-process service reconstruction:

[0035] Break through the offline service boundary of the traditional outpatient clinic and build an online and offline integrated platform covering pre-consultation - in-consultation - post-consultation (claim 4). The innovation lies in the deep coupling of AI-guided diagnosis (natural language processing technology), multimedia health education, and the medical service process.

[0036] 2. Management method innovation (operation level)

[0037] Multi-dimensional quality improvement mechanism:

[0038] Based on the "man, machine, material, method, environment" five-element analysis method (claims 3 and 8), combined with the 5W1H root cause analysis tool, a data-driven continuous improvement cycle is established. Different from single-department optimization, systematic problems are solved through cross-departmental team collaboration (such as the correlation analysis of equipment failure rate and consumable supply cycle).

[0039] Flexible resource allocation system:

[0040] Propose a three-in-one human resource management model of "dynamic shift scheduling + talent reserve pool + performance appraisal" (Claim 5). By establishing an emergency support capacity evaluation index (such as the passing rate of training assessment) and a differential incentive mechanism (performance bonus linked to satisfaction), the maximization of resource utilization efficiency is achieved.

[0041] 3. Technical implementation innovation (application level)

[0042] Priority dynamic calculation model:

[0043] In Claim 7, clarify the weight distribution rules of the priority algorithm (urgency of the condition ≥ 50%, additional 10% - 20% for special populations). By quantifying the indicators, subjective judgment deviation is avoided, and the fairness of the algorithm is guaranteed.

[0044] Doctor's outpatient visit supervision technology:

[0045] Adopt a dual mechanism of terminal monitoring software linked with late arrival warning (Claim 6) to break through the traditional manual attendance mode. By setting a threshold to trigger the emergency dispatch plan (such as automatically starting the support allocation when there is a 10-minute delay), the fault tolerance ability of the outpatient department is significantly improved.

[0046] Other advantages, objectives and features of the present invention will be described to some extent in the subsequent specification, and to some extent, will be obvious to those skilled in the art based on the study of the following text, or can be taught from the practice of the present invention. Brief description of the drawings

[0047] Figure 1 It is a system architecture diagram of a method for optimizing the waiting time of outpatient patients according to the present invention;

[0048] Figure 2 It is a flowchart of a method for optimizing the waiting time of outpatient patients according to the present invention. Detailed implementation manners

[0049] Next, the technical solutions in the embodiments of the present invention will be clearly and completely described in conjunction with the drawings in the embodiments of the present invention. Obviously, the described embodiments are only a part of the embodiments of the present invention, rather than all the embodiments. All other embodiments obtained by those of ordinary skill in the art based on the embodiments of the present invention without creative efforts shall fall within the protection scope of the present invention.

[0050] It should be noted that the terms "vertical", "horizontal", "upper", "lower", "left", "right" and similar expressions used herein are only for the purpose of illustration and do not represent the only implementation manner.

[0051] Unless otherwise defined, all technical and scientific terms used herein have the same meaning as commonly understood by one of ordinary skill in the technical field to which this invention belongs; the terms used in the specification of this invention are only for the purpose of describing specific embodiments and are not intended to limit this invention; the term "and / or" used herein includes any and all combinations of one or more of the related listed items.

[0052] As shown in the figure, a method for optimizing the waiting time of outpatient patients includes deploying an intelligent queuing system. This system realizes outpatient registration and queuing scheduling through the collaborative architecture of the patient end and the management end. The patient end is integrated into the hospital's official platform, mobile terminals, and self-service devices, supporting appointment registration and real-time number fetching. The management end is connected to the hospital's medical system to achieve patient information synchronization, dynamic adjustment of the queuing sequence, and push of appointment notices; establishing a multi-disciplinary quality improvement team, which consists of an inter-departmental team composed of the outpatient department, medical department, nursing department, and information center. Based on the five elements of "people, machine, material, method, and environment", the waiting bottleneck is analyzed, and improvement plans are formulated and implemented through data-driven; constructing an integrated online and offline service throughout the process, integrating functions such as pre-consultation appointment, in-clinic payment and examination scheduling, and post-consultation follow-up. Based on the Internet platform, the full cycle of medical services is covered; implementing dynamic allocation of medical staff resources, monitoring the outpatient flow and disease distribution in real time through the hospital's big data platform, and conducting flexible manpower scheduling in combination with the scheduling system; implementing outpatient inspection and doctor's appointment supervision, registering and rectifying problems through a standardized inspection process, and monitoring the doctor's punctuality rate and diagnosis and treatment efficiency through information technology means. The intelligent queuing system further includes a priority assignment module, which automatically identifies the urgency of the patient's condition, age, and special population attributes based on the patient's electronic medical record data, and dynamically adjusts the appointment priority, and a multi-channel information integration module, which realizes real-time synchronization of queuing data on the mobile terminal, web terminal, and on-site terminal, and supports cross-channel status query and reminder push. The work process of the multi-disciplinary quality improvement team includes collecting problems through patient feedback, medical staff opinions, and outpatient operation data, using the 5W1H analysis method to locate the root cause of the problem, formulating improvement measures, clarifying the responsible entity and the implementation schedule, and evaluating the improvement effect through comparison of waiting time and satisfaction indicators. The integrated service throughout the process also includes an intelligent guide function based on natural language processing, which recommends departments and examination items according to the patient's symptoms, and an integrated multimedia health education resource library, which provides content on disease prevention and rehabilitation guidance. The dynamic allocation of medical staff resources specifically includes establishing a cross-departmental talent reserve pool, improving the emergency support ability through targeted training, and a performance appraisal system based on the number of diagnoses and patient satisfaction indicators, implementing a differential incentive mechanism. The appointment supervision is achieved by deploying doctor terminal monitoring software, collecting the appointment time and the number of consultations data in real time, setting a late threshold to trigger a warning notice, and synchronously starting an emergency manpower scheduling plan. The priority assignment module uses a weighted scoring algorithm, where the weight of the urgency of the patient's condition is ≥50%, and elderly patients and disabled persons are additionally given a priority bonus of 10%-20%. The 5W1H analysis includes multi-dimensional evaluations of the environmental layout of the waiting area, equipment failure rate, consumable supply cycle, and compliance with diagnosis and treatment norms.

[0053] In this implementation plan, first, an intelligent queuing system is used to achieve efficient management of patient registration and queuing scheduling. The patient end is integrated into the hospital's official platform, mobile terminals, and self-service devices, supporting appointment registration and real-time ticket collection. The management end is connected to the hospital's medical system to achieve patient information synchronization, dynamic adjustment of the queuing sequence, and push of appointment notices. Secondly, the multi-disciplinary quality improvement team consists of the outpatient department, medical department, nursing department, and information center. Based on the five elements of "man, machine, material, method, and environment", it analyzes the bottlenecks in the waiting process, formulates and implements improvement plans driven by data. The work process includes collecting problems through patient feedback, medical staff opinions, and outpatient operation data, using the 5W1H analysis method to locate the root causes of problems, formulating improvement measures, and clarifying the responsible parties and implementation schedules. The improvement effect is evaluated by comparing indicators such as waiting time and satisfaction. In addition, the whole-process online and offline integrated service integrates pre-consultation appointment, in-clinic payment and examination scheduling, and post-clinic follow-up functions, achieving full-cycle coverage of medical services based on the Internet platform. It also includes an intelligent guiding function based on natural language processing, which recommends departments and examination items according to patients' symptoms, and an integrated multimedia health education resource library, providing content on disease prevention and rehabilitation guidance. The dynamic allocation of medical staff resources monitors the outpatient flow and disease distribution in real time through the hospital's big data platform, and conducts flexible manpower scheduling in combination with the scheduling system. Specifically, it includes establishing a cross-departmental talent reserve pool, improving emergency support capabilities through targeted training, and a performance appraisal system based on the number of diagnoses and patient satisfaction indicators, implementing a differential incentive mechanism. Finally, the supervision of doctor's visits is achieved by deploying monitoring software on doctor terminals, collecting data on the doctor's working hours and the number of patients received in real time, setting a late threshold to trigger warning notices, and synchronously starting the emergency manpower scheduling plan. The priority allocation module uses a weighted scoring algorithm, where the weight of the urgency of the condition is ≥ 50%, and elderly patients and disabled people are given an additional priority bonus of 10%-20%. The 5W1H analysis includes multi-dimensional evaluations of the environmental layout of the waiting area, equipment failure rate, consumable supply cycle, and compliance with diagnosis and treatment specifications. Through these measures, this implementation plan can effectively optimize the waiting time of outpatient patients, improve the efficiency and quality of medical services, and enhance patient satisfaction.

[0054] As shown in the figure, the outpatient waiting time optimization method achieves efficient management of patient registration and queuing scheduling through an intelligent queuing system. The patient end is integrated into the hospital's official platform, mobile terminals and self-service devices, supporting appointment registration and real-time number collection. The management end is connected to the hospital's medical system to achieve patient information synchronization, dynamic adjustment of queuing sequence and push notification of medical treatment. The system also includes a priority allocation module, which automatically identifies the urgency of the disease, age and special population attributes based on the patient's electronic medical record data, dynamically adjusts the priority of medical treatment, and a multi-channel information integration module to achieve real-time synchronization of queuing data on mobile terminals, web terminals and on-site terminals, and supports cross-channel status query and reminder push. The multidisciplinary quality improvement team consists of the outpatient department, medical department, nursing department and information center. It analyzes the waiting bottleneck based on the five elements of "people, machines, materials, methods and environment", formulates and implements improvement plans through data-driven, and the work process includes locating the root cause of the problem through patient feedback, medical staff opinions and outpatient operation data collection problems, formulating improvement measures and clarifying the responsible parties and implementation schedules, and evaluating the improvement effect through waiting time and satisfaction indicators. The full-process online and offline integrated service integrates pre-diagnosis appointment consultation, payment and examination scheduling during diagnosis, and follow-up after diagnosis. It realizes the full cycle coverage of medical services based on the Internet platform. It also includes intelligent guidance functions based on natural language processing, recommending departments and examination items according to patient symptoms, and integrating multimedia health education resource libraries to provide disease prevention and rehabilitation guidance content. The dynamic allocation of medical resources monitors outpatient flow and disease distribution in real time through the hospital big data platform, and combines the scheduling system to carry out flexible manpower scheduling, including the establishment of a cross-departmental talent reserve pool, the improvement of emergency support capabilities through targeted training, and the implementation of a differentiated incentive mechanism based on the performance appraisal system of diagnosis and treatment volume and patient satisfaction indicators. Patient supervision is achieved by deploying doctor terminal monitoring software, collecting consultation time and consultation volume data in real time, setting lateness thresholds to trigger early warning notifications, and simultaneously launching emergency manpower dispatch plans. The priority allocation module uses a weighted scoring algorithm, in which the urgency of the condition has a weight ≥ 50%, and elderly patients and people with disabilities receive an additional 10%-20% priority bonus. The 5W1H analysis includes a multi-dimensional assessment of the waiting area environment layout, equipment failure rate, consumables replenishment cycle, and compliance with diagnosis and treatment regulations.

[0055] In this implementation plan, all links are closely coordinated and operate collaboratively to jointly optimize the waiting time of outpatient patients. In terms of the intelligent queuing system, the multi-channel integration on the patient side and the in-depth docking between the management side and the hospital system ensure the timely update of patient information and the reasonable adjustment of the queuing sequence, enabling patients to obtain medical treatment information more conveniently and arrange their medical treatment plans. The introduction of the priority allocation module enables patients with urgent conditions, older ages, and special groups to receive preferential care, reflecting the fairness and humanization of the allocation of medical resources. The multi-channel information integration module breaks down the information barriers between different platforms, realizes the real-time synchronization of queuing data, facilitates patients to query the queuing status and receive reminder pushes anytime and anywhere, and reduces the ineffective waiting time caused by poor information flow.

[0056] The establishment of a multi-disciplinary quality improvement team brings together the professional forces of various key departments in the hospital. Through a comprehensive analysis of the five elements of "people, machine, material, method, and environment", the bottleneck problems in the waiting process are accurately located. The team uses a data-driven approach to formulate improvement plans, dig out the root causes of problems from patient feedback, medical staff opinions, and outpatient operation data, deeply analyze them using the 5W1H analysis method, and ensure the effective implementation of improvement measures through clear responsible entities and implementation schedules. Finally, through the comparative evaluation of waiting time and satisfaction indicators, the improvement effect is verified, providing strong data support for the continuous optimization of the waiting process.

[0057] The construction of an integrated online and offline service throughout the process realizes seamless coverage of the entire cycle of medical services from before diagnosis to after diagnosis. The pre-diagnosis appointment consultation function enables patients to understand the medical treatment process in advance and prepare relevant materials. The in-diagnosis payment and examination scheduling functions reduce the waiting and round-trip time of patients during the medical treatment process. The post-diagnosis follow-up consultation function helps patients obtain subsequent treatment suggestions and health management guidance in a timely manner. The intelligent medical guidance function, based on natural language processing technology, can quickly recommend appropriate departments and examination items according to the symptoms of patients, improving the medical treatment efficiency of patients. The integration of the multimedia health education resource library provides patients with rich content on disease prevention and rehabilitation guidance, enhancing patients' health awareness and self-management ability.

[0058] The dynamic allocation mechanism of medical staff resources monitors the outpatient flow and disease distribution in real time through the hospital's big data platform, and conducts flexible human resource scheduling in combination with the scheduling system to ensure the reasonable allocation of medical resources. The establishment of a cross-departmental talent reserve pool and targeted training have improved the emergency support ability of medical staff, providing strong guarantee for dealing with emergencies. The performance appraisal system implements a differential incentive mechanism through indicators such as the number of diagnoses and patient satisfaction, stimulating the work enthusiasm and service quality of medical staff.

[0059] The outpatient visit supervision mechanism collects the data of outpatient visit time and the number of patients received in real time by deploying doctor terminal monitoring software, effectively monitoring the punctuality rate and diagnosis and treatment efficiency of doctors. The setting of the late threshold and the timely push of warning notifications can quickly activate the emergency human resource dispatching plan, reducing the extended waiting time of patients caused by doctor lateness or low diagnosis and treatment efficiency. The weighted scoring algorithm of the priority allocation module further ensures the priority of the urgency of the condition in the order of seeing a doctor, and at the same time provides an additional priority bonus for elderly patients and disabled persons, reflecting the care for special groups. The multi-dimensional evaluation of 5W1H analysis comprehensively covers aspects such as the environmental layout of the waiting area, equipment failure rate, consumable supply cycle, and compliance with diagnosis and treatment specifications, providing a comprehensive perspective and basis for the continuous improvement of the waiting environment and process.

[0060] When in use, first, patients make an appointment to register or obtain a real-time registration number through the hospital's official platform, mobile terminal or self-service device, and the patient-side system will automatically synchronize the patient information to the hospital's medical system; then, after the patient arrives at the hospital, they wait in the waiting area according to the queuing sequence assigned by the intelligent queuing system, and the system will automatically identify the urgency of the condition, age and special population attributes based on the patient's electronic medical record data, dynamically adjusting the priority of seeing a doctor; during the waiting process, patients can query the queuing status in real time through the mobile terminal, web terminal or on-site terminal, and receive the push of the visit notice; at the same time, the multi-disciplinary quality improvement team analyzes the waiting bottlenecks through the five elements of "people, machine, material, method, and environment", formulates and implements improvement plans to optimize the waiting process; the whole-process online and offline integrated service provides patients with functions such as pre-consultation appointment, in-clinic payment and examination scheduling, and post-clinic follow-up visits, and patients can enjoy the full-cycle medical service through the Internet platform, including intelligent guided diagnosis and multimedia health education resources; the dynamic allocation system of medical staff resources monitors the outpatient flow and disease distribution in real time according to the hospital's big data platform, and combines with the scheduling system for flexible human resource dispatching to ensure the reasonable allocation of medical resources; the outpatient visit supervision system collects the data of outpatient visit time and the number of patients received in real time through the doctor terminal monitoring software, sets the late threshold to trigger a warning notification, and simultaneously activates the emergency human resource dispatching plan to ensure the doctor's punctual outpatient visit and diagnosis and treatment efficiency; finally, after the patient completes the visit, the system automatically records the visit information and updates the patient's electronic medical record, and at the same time evaluates the optimization effect of the waiting time to continuously improve the quality of outpatient service.

[0061] Although the present invention has been disclosed above with preferred embodiments, it is not intended to limit the present invention. Any person familiar with this technology can make various modifications and decorations without departing from the spirit and scope of the present invention. Therefore, the protection scope of the present invention should be defined by the claims.

Claims

1. A method for optimizing the waiting time of outpatients, characterized in that: The following steps are involved: (1) Deployment of intelligent queuing system: outpatient registration and queuing scheduling are realized through the collaborative architecture of the patient side and the management side. The patient side is integrated with the hospital's official platform, mobile terminals and self-service devices to support appointment registration and real-time number collection; the management side is connected to the hospital's medical system to synchronize patient information, dynamically adjust the queuing sequence and push medical notifications; (2) Establish a multidisciplinary quality improvement team: A cross-departmental team consisting of the outpatient department, medical department, nursing department, and information center will analyze the waiting bottleneck based on the five elements of "people, equipment, materials, methods, and environment" and develop and implement improvement plans through data-driven methods; (3) Build an integrated online and offline service for the entire process: Integrate the functions of pre-diagnosis appointment consultation, payment and examination scheduling during diagnosis, and follow-up after diagnosis, and achieve full-cycle coverage of medical services based on the Internet platform; (4) Implement dynamic allocation of medical resources: use the hospital big data platform to monitor outpatient flow and disease distribution in real time, and combine the scheduling system to carry out flexible manpower scheduling; (5) Carry out outpatient inspections and supervision of visits: register problems and make corrections through a standardized inspection process, and use information technology to monitor doctors’ on-time visit rates and diagnosis and treatment efficiency.

2. The method for optimizing the waiting time of outpatients according to claim 1, characterized in that: The intelligent queuing system further comprises: (a) Priority allocation module: Automatically identify the urgency of the disease, age, and special population attributes based on the patient's electronic medical record data, and dynamically adjust the priority of medical treatment; (b) Multi-channel information integration module: It realizes real-time synchronization of queue data on mobile terminals, web terminals and on-site terminals, and supports cross-channel status query and reminder push.

3. The method for optimizing the waiting time of outpatients according to claim 1, characterized in that: The multidisciplinary quality improvement team's work process includes: (a) Collecting issues through patient feedback, medical staff opinions, and outpatient operation data; (b) Use 5W1H analysis method to locate the root cause of the problem; (c) Formulate improvement measures and identify responsible parties and implementation timetables; (d) Evaluate the improvement effect by comparing waiting time and satisfaction indicators.

4. The method for optimizing the waiting time of outpatients according to claim 1, characterized in that: The full-process integrated service also includes: (a) Intelligent guidance function based on natural language processing, recommending departments and examination items according to patients' symptoms; (b) Integrate a multimedia health education resource library to provide disease prevention and rehabilitation guidance content.

5. The method for optimizing the waiting time of outpatients according to claim 1, characterized in that: The dynamic allocation of medical resources specifically includes: (a) Establish a talent pool across departments and enhance emergency support capabilities through targeted training; (b) Implement a differentiated incentive mechanism based on a performance appraisal system based on the number of medical treatments and patient satisfaction indicators.

6. The method for optimizing the waiting time of outpatients according to claim 1, characterized in that: The outpatient supervision is achieved by: (a) Deploy doctor terminal monitoring software to collect consultation time and number of consultations in real time; (b) Set a lateness threshold to trigger an early warning notification and simultaneously initiate an emergency manpower dispatch plan.

7. The method for optimizing the waiting time of outpatients according to claim 2, characterized in that: The priority allocation module adopts a weighted scoring algorithm, in which the weight of the urgency of the disease is ≥50%, and elderly patients and disabled people receive an additional 10%-20% priority bonus.

8. The method for optimizing the waiting time of outpatients according to claim 3, characterized in that: The 5W1H analysis includes a multi-dimensional assessment of the waiting area environment layout, equipment failure rate, consumables replenishment cycle, and compliance with diagnosis and treatment standards.

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