A smart hospital operation management and performance evaluation system and method based on data fusion

Abstract

The present application relates to a kind of based on data fusion's intelligent hospital operation management and performance evaluation system and method, belong to medical information technology field.The present application is by building the data integration layer of covering multi-source heterogeneous business system, generates uniform data model, solves data island problem;On this basis, set strategic target management, budget management, cost accounting and analysis, medical quality and operation analysis, performance management etc module, establish "project-contract-income-expenditure-performance" data link, form "evaluation-feedback-improvement-redecomposition" whole process closed loop management.The present application is driven by data fusion and multi-dimensional index linkage, realizes the systematization, refinement and self-adaptive closed loop control of hospital operation management, significantly improves operation efficiency and resource allocation benefit.

Description

Technical Field

[0001] This invention relates to the field of medical information technology, specifically to a smart hospital operation management and performance evaluation system and method based on data fusion. Background Technology

[0002] Currently, large hospitals generally deploy multiple independent information systems, including HIS (Hospital Information System), medical record system, financial system, medical insurance system, nursing system, medical affairs system, logistics and supplies system, energy consumption monitoring system, equipment management system, and human resources management system. These systems serve different business lines of the hospital, such as clinical diagnosis and treatment, financial management, material supply, and human resources, and each has accumulated a large amount of operational management data. However, due to the lack of a unified data interface standard and data interaction mechanism between these systems, data is scattered and stored in heterogeneous systems, forming "data silos" that make it difficult to achieve cross-system data association and sharing. At the same time, existing systems usually only record or statistically analyze data for a single business process, lacking the ability to comprehensively analyze and monitor multi-dimensional indicators such as departmental costs, disease-specific benefits, medical quality, and budget execution, and thus failing to provide hospital management with full-process decision support from strategic goal decomposition to performance evaluation and improvement.

[0003] Furthermore, existing hospital operation and management methods have significant shortcomings in budget preparation, cost accounting, performance evaluation, and closed-loop improvement. On the one hand, budget preparation relies heavily on manual experience, lacking a linkage mechanism with departmental goals, historical data, and DIP payment policies, resulting in lagging budget execution monitoring and difficulty in conducting refined variance analysis. On the other hand, cost accounting often remains at the departmental level, lacking refined tracking and analysis of project costs, disease-specific costs, and the continuous effectiveness of resource investment, making it difficult to accurately implement cost control measures. In terms of performance management, existing systems typically link performance appraisal results simply to salary distribution, lacking deep correlation with multi-dimensional indicators such as medical quality, operational efficiency, cost control, and policy factors, making it difficult to form effective positive incentives and identify shortcomings. More importantly, existing management models generally lack a closed-loop feedback mechanism from "performance evaluation" to "improvement planning" and then to "goal re-decomposition," making it difficult to continuously iterate and optimize management improvement measures. Therefore, there is an urgent need to build a smart hospital operation management and performance evaluation system that can integrate multi-source heterogeneous data and achieve closed-loop management of the entire process from strategic goals to performance improvement. Summary of the Invention

[0004] To address the problems of existing technologies, this invention provides a smart hospital operation management and performance evaluation system and method based on data fusion.

[0005] To solve the above-mentioned technical problems, the present invention is achieved through the following technical solution: Firstly, a smart hospital operation management and performance evaluation system based on data fusion, comprising: The data integration layer is configured to collect raw data from multiple heterogeneous business systems, including at least HIS system, medical record system, financial system, medical insurance system, nursing system, medical affairs system, logistics and supplies system and energy consumption monitoring system. The data integration layer is used to clean, standardize and correlate the collected data to form a unified data model. The strategic goal management module is configured to obtain the hospital's overall strategic goals and annual operating goals, and to decompose the annual operating goals into department-level goals by department and time dimension. The budget management module, connected to the data integration layer and strategic goal management module, is configured to generate revenue budget, workload budget, cost budget and DIP budget based on departmental goals and historical operational data, and to perform budget preparation, budget task assignment, budget execution monitoring and budget variance analysis. The cost accounting and analysis module is configured to perform departmental full cost accounting, project cost accounting, and disease cost accounting based on the unified data model, and to generate cost structure analysis, cost difference analysis, and cost control suggestions. The medical quality and operations analysis module is configured to analyze medical quality indicators, operational efficiency indicators, and service satisfaction indicators based on the unified data model, and generate departmental operational performance evaluation results. The performance management module is configured to generate performance appraisal schemes, performance distribution schemes, and performance reward and punishment execution records based on the department-level goals, budget execution data, cost analysis results, and operational performance evaluation results. The closed-loop feedback and improvement module is configured to push performance evaluation results and cost analysis results to the relevant departments in the form of feedback reports, generate departmental operation improvement plans, track the implementation of improvement plans, and form a closed-loop management process of "evaluation-feedback-improvement-re-evaluation".

[0006] In one specific implementation of the first aspect, the cost accounting and analysis module further includes: The departmental full cost accounting unit is used to collect labor costs, material costs, drug costs, water and electricity consumption, depreciation expenses and management expenses, and allocate them according to cost drivers; The disease-specific cost-benefit analysis unit is used to calculate the profit and loss situation, average cost per visit, drug ratio, consumable ratio, and average length of stay for a single disease, and to generate a SWOT analysis evaluation of the disease. The budget execution monitoring unit is used to compare the revenue budget with the actual revenue and the cost budget with the actual cost in real time, and to provide early warnings for key indicators.

[0007] In one specific implementation of the first aspect, the medical quality and operational analysis module further includes: The medical quality indicator analysis unit is used to analyze patient satisfaction, admission rate, discharge rate, average length of stay, bed turnover rate, and number of surgeries. The operational efficiency analysis unit is used to analyze preoperative hospital stay, bed turnover rate, and departmental workload ranking. The satisfaction analysis unit is used to integrate patient satisfaction survey data, employee satisfaction data, and social recognition data to form a comprehensive satisfaction score.

[0008] In one specific implementation of the first aspect, the data integration layer is further configured to establish a data mapping rule base for uniformly identifying and associating management data such as contract types, budget justification, project initiation, project contracts, contract receipts, contract payments, and contract statistics in different business systems, thereby forming a data link that runs through the entire life cycle of the project.

[0009] In one specific implementation of the first aspect, it further includes: The high-value consumables and asset management unit is connected to the warehouse management module, equipment management module, and supplier management module. It is used to track the single-machine performance, mandatory inspection and measurement, and asset entry and exit of high-value consumables, and to link consumable usage data to departmental costs and disease costs.

[0010] Secondly, a data fusion-based smart hospital operation management and performance evaluation method is applied to the system, including the following steps: Step S1: Data Acquisition and Fusion Operational management-related data are collected from multiple heterogeneous business systems. The data includes at least workload data, work quality data, revenue and expenditure data, cost data, budget execution data, medical quality data, and performance evaluation data. The collected data is cleaned, standardized, and correlated to construct a unified data view. Step S2: Strategic Objective Decomposition and Budget Preparation Obtain the hospital's overall strategic goals and annual operating goals, break them down by department and time dimension to generate department-level goals, and combine historical data and DIP payment rules to prepare departmental revenue budgets, workload budgets, cost budgets and DIP budgets; Step S3: Multi-dimensional cost accounting and analysis Based on the unified data view, the system performs full-cost accounting for departments, project cost accounting, and disease-specific cost accounting, generates cost structure analysis reports and cost variance analysis reports, and outputs cost control recommendations. Step S4: Medical Quality and Operational Performance Analysis Based on the unified data view, medical quality indicators, operational efficiency indicators, and satisfaction indicators are analyzed. Combined with budget execution and cost analysis results, departmental operational performance evaluation results are generated. Step S5: Performance Appraisal and Incentive Implementation Based on departmental goals, operational performance evaluation results, and budget execution, a performance appraisal plan is generated, the performance allocation results for departments and individuals are calculated, and performance rewards and penalties are implemented. Step S6: Closed-loop feedback and improvement The performance evaluation results, cost analysis reports, and operational shortcomings analysis are fed back to the relevant departments to generate departmental operational improvement plans, and the implementation of these plans is tracked to form a closed-loop management system.

[0011] In one specific implementation of the second aspect, step S3 further includes: S31: Conduct a cost variance analysis of the department, distinguish between controllable and uncontrollable costs, and identify the reasons for cost overruns; S32: Conduct DIP cost-benefit analysis for a single disease, calculate the profit and loss situation, average cost per visit, drug ratio, consumable ratio and inpatient bed days, and evaluate the strengths, weaknesses, potential and opportunities of the disease based on SWOT analysis. S33: Based on the results of cost variance analysis and disease benefit analysis, automatically generate targeted cost control measures, including consumables control, medication standardization, process optimization, and cost allocation optimization.

[0012] In one specific embodiment of the second aspect, step S4 further includes: S41: Generate problem reports and shortcomings analysis reports from the operational performance analysis results; S42: Combine historical data of the department with benchmark data of departments at the same level to rank the operational efficiency and compare the performance of departments or individuals; S43: Based on the ranking and comparison results, generate differentiated improvement suggestions.

[0013] In one specific implementation of the second aspect, the departmental operation improvement plan generated in step S6 includes at least: specific measures for optimizing the disease structure, adjusting the fee structure, adjusting the performance-based bonus scheme, and shortening the average length of stay.

[0014] Thirdly, a computer-readable storage medium having a computer program stored thereon, characterized in that, when executed by a processor, the program implements the method described in any one of claims 6 to 9.

[0015] The beneficial effects of this invention are as follows: 1. The present invention provides a smart hospital operation management and performance evaluation system and method based on data fusion. By constructing a multi-source heterogeneous data integration layer covering HIS system, medical record system, financial system, medical insurance system, nursing system, medical affairs system, logistics and supplies system, energy consumption monitoring system, equipment management system, personnel management system, Huicai Cloud platform and party affairs and discipline inspection system, the system utilizes a built-in data cleaning and standardization engine to unify the format of the original data, convert units, align time, deduplicate data and handle outliers, and establish a unified data model for core entities such as patients, departments, projects, diseases, contracts and assets. This fundamentally solves the technical problems of data silos, inconsistent data standards and lack of correlation mapping in hospital operation management. Building upon this foundation, the hospital's overall strategic goals are progressively broken down into departmental goals through the strategic goal management module. Combined with the budget preparation, project management, and budget execution and analysis units within the budget management module, precise transmission and real-time monitoring from strategic goals to budget preparation are achieved. Through the collaborative operation of the departmental full cost accounting, project cost accounting, disease cost-benefit analysis, cost variance analysis, and resource input sustainability analysis units within the cost accounting and analysis module, multi-dimensional and refined accounting of human resource costs, material costs, drug costs, energy costs, depreciation expenses, and management expenses is realized. It can also quantitatively identify the sources of difference between controllable and uncontrollable costs, and track the input-output ratio of major resource input projects throughout their entire life cycle, significantly improving the accuracy of cost control and the scientific nature of resource allocation.

[0016] 2. This invention further integrates medical quality indicator analysis, operational efficiency analysis, satisfaction analysis, and policy factor impact analysis units within the medical quality and operational analysis module. This enables joint analysis of the impact of key quality indicators such as patient satisfaction, average length of stay, bed turnover rate, and the proportion of level 4 surgeries on changes in DIP payment policies, overcoming the technical deficiency of traditional management systems where quality evaluation and policy response are disconnected. Based on this, the performance management module's specialized performance management unit constructs a complete data link of "project-contract-revenue-expenditure-performance," achieving independent accounting and full-process performance correlation for specialized projects such as research projects and infrastructure projects. The intelligent financial automation processing unit automatically generates vouchers based on business data and completes inter-company accounting and fund management, achieving integrated business and financial linkage. The supply chain and consumables closed-loop management unit traces high-value consumable consumption in real time to individual machines and diseases, and automatically triggers performance deduction suggestions based on consumable overruns. The human resources and performance linkage module directly links attendance, compensation and benefits, and performance appraisal results, forming an automatic allocation mechanism of personnel costs to departmental costs. The closed-loop feedback and improvement module pushes performance evaluation results, cost analysis reports, and shortcomings analysis to relevant departments and generates improvement plans. The annual review and target decomposition module dynamically adjusts departmental-level targets and budget preparation parameters for the next cycle at the end of the year, thus constructing a complete closed-loop management system encompassing "data collection - target decomposition - budget preparation - cost accounting - quality analysis - performance evaluation - feedback and improvement - annual review - target decomposition." This technical solution significantly improves the systematicness and adaptability of hospital operation management through data fusion-driven, multi-dimensional indicator linkage, and full-process closed-loop control, solving the technical challenges of data dispersion, delayed feedback, and lack of closed-loop mechanisms in traditional management models. Attached Figure Description

[0017] Figure 1 This is a schematic diagram of the system architecture of the present invention.

[0018] Figure 2 This is a schematic diagram of the operation and management process of the present invention. Detailed Implementation

[0019] The technical solutions of the present invention will be clearly and completely described below with reference to the embodiments of the present invention. Obviously, the described embodiments are only some embodiments of the present invention, and not all embodiments. Based on the embodiments of the present invention, all other embodiments obtained by those of ordinary skill in the art without creative effort are within the scope of protection of the present invention.

[0020] like Figures 1 to 2 This paper presents a smart hospital operation management and performance evaluation system and method based on data fusion.

[0021] I. System Overall Architecture like Figure 1 As shown, the present invention provides a smart hospital operation management and performance evaluation system based on data fusion, which adopts a layered architecture design, including: a data integration layer, a business application layer and a user interaction layer.

[0022] 1. Data Integration Layer The data integration layer is configured to collect raw data from multiple heterogeneous business systems, wherein the multiple heterogeneous business systems include at least: HIS system: provides outpatient and inpatient workload data, billing details, and basic patient information; Medical record system: Provides medical record homepage, diagnostic information, surgical information, and DIP grouping information; Financial system: Provides general ledger of income and expenditure, accounts receivable and payable, and voucher information; The medical insurance system provides medical insurance settlement data, DIP payment standards, and medical insurance refusal information. Nursing system: provides indicators of nursing workload and nursing quality; Medical system: Provides medical quality indicators, surgical classification, and four-level surgical records; Logistics and Supplies System: Provides information on material procurement, warehousing, outbound delivery, and inventory. Energy consumption monitoring system: provides energy consumption data for water, electricity, gas, etc. Equipment Management System: Provides equipment asset cards, maintenance records, and mandatory inspection and measurement information; Human Resources Management System: Provides personnel information, attendance, payroll and benefits, and personnel contracts; Huicaiyun Platform: Provides procurement data for government-procured goods; Party affairs and discipline inspection system (optional): Provides indicators for assessing Party conduct and integrity, and evaluation data for medical ethics and conduct, serving as a reference dimension for departmental and individual performance evaluations.

[0023] The data integration layer incorporates a data cleaning and standardization engine to unify the format, convert units, align time, deduplicate data, and handle outliers from different sources. Simultaneously, this layer constructs a unified data model, establishing mapping relationships between core entities such as patients, departments, projects, diseases, contracts, and assets, forming a data view that can be directly accessed by upper-layer business modules.

[0024] 2. Business Application Layer The business application layer is the core processing layer of the system, and includes the following functional modules: (1) Strategic Goal Management Module The strategic goal management module interfaces with the hospital's decision-making body to obtain the hospital's overall strategic goals and annual operating targets, such as "increasing the proportion of level 4 surgeries," "reducing the average length of stay," and "controlling the proportion of drug costs." This module uses a goal decomposition algorithm to break down annual operating targets into departmental-level goals by department and time dimension (monthly / quarterly), and supports the configuration of goal weights.

[0025] (2) Budget Management Module The budget management module is connected to the data integration layer and the strategic goal management module. This module includes: Budgeting Unit: Based on departmental goals and historical operational data (such as previous year's workload, revenue, and costs), generate revenue budget, workload budget, cost budget, and DIP budget; Project Library Management Unit: Used to manage budget justification, project initiation, and project budget preparation for specific projects (such as equipment procurement and infrastructure projects); Budget Execution and Analysis Unit: Monitors budget execution in real time, tracks revenue budget execution rate and cost budget execution rate, and automatically issues early warnings for key indicators (such as consumable expenditures and drug expenditures) exceeding the budget.

[0026] (3) Cost accounting and analysis module The cost accounting and analysis module is based on a unified data model and performs multi-dimensional cost accounting, including: Departmental full cost accounting unit: Departmental costs are collected according to cost items such as labor costs, material costs, drug costs, water and electricity consumption, depreciation expenses, and management expenses, and allocated according to cost drivers (such as number of personnel, area, and revenue ratio); Project cost accounting unit: This unit aggregates costs for individual projects (such as surgeries or examinations). Disease-specific cost-benefit analysis unit: Calculates the profit and loss situation, average cost per visit, drug ratio, consumable ratio, and average length of stay for a single disease, and evaluates the strengths, weaknesses, potential, and opportunities of the disease based on SWOT analysis. Budget execution monitoring unit: used for real-time comparison of revenue budget with actual revenue, and cost budget with actual costs; Cost Variance Analysis Unit: Identifies the reasons for overspending / savings and distinguishes between controllable and uncontrollable costs; Cost control suggestion unit: Automatically generates suggestions on consumables control, standardized medication use, process optimization, cost allocation optimization, etc. Resource input sustainability analysis unit: This unit is configured to track the entire lifecycle of resource input projects such as major equipment procurement, establishment of new departments, and construction of key disciplines. It regularly calculates indicators such as return on investment (ROI), payback period, equipment utilization rate, and personnel productivity, and compares and analyzes these results with the expected benefits at the time of project initiation. This generates a post-investment evaluation report to guide subsequent resource allocation decisions.

[0027] (4) Medical Quality and Operational Analysis Module This module, based on a unified data model, performs multi-dimensional analysis of hospital operations and medical quality, including: Medical quality indicator analysis unit: Analyzes patient satisfaction, admission rate, discharge rate, average length of stay, bed turnover rate, number of surgeries, and percentage of level IV surgeries; Operational efficiency analysis unit: Analyzes preoperative length of stay, bed turnover rate, departmental workload ranking, and disease trends; Satisfaction Analysis Unit: Integrates patient satisfaction survey data, employee satisfaction survey data, and social recognition data to form a comprehensive satisfaction score; Policy Factor Impact Analysis Unit: This unit is configured to acquire external policy data such as medical insurance payment policies (e.g., DIP disease score tables, point value adjustment notices), drug centralized procurement policies, and medical service price adjustment documents. By comparing the revenue structure, cost composition, and disease profit and loss changes before and after policy adjustments, it quantifies the impact of policy changes on departmental operations and generates a policy adaptability analysis report to support hospital management decisions.

[0028] (5) Performance Management Module The performance management module generates the following based on departmental goals, budget execution data, cost analysis results, and operational performance evaluation results: Performance scheme unit: Supports KPI weight configuration and customized performance appraisal scheme; Performance appraisal unit: Automatically calculates departmental and individual performance appraisal scores on a monthly / quarterly basis; Performance Allocation and Rewards / Penalties Unit: Generates performance allocation results, records the implementation of performance rewards and penalties, and links with the human resources system; Specialized Performance Management Unit: This unit is configured to conduct full-process performance management for projects with specific contracts (such as research projects, infrastructure projects, and government-funded projects), including: budget justification and performance target setting at the project initiation stage, contract signing, performance correlation between contract receipts and payment progress, and performance evaluation at project settlement. This unit constructs a data link of "project-contract-revenue-expenditure-performance" to achieve independent accounting and performance evaluation of specialized projects.

[0029] (6) Intelligent financial automation processing unit The intelligent financial automation processing unit is connected to the data integration layer and the financial system, and is configured as follows: Automatically generate vouchers based on business data (such as billing details, expense reports, and purchase invoices); Complete accounts receivable / payable accounting, cash reconciliation, fund management, and expense reimbursement processing; The financial processing results are synchronized to the budget execution monitoring and cost accounting module to achieve business and finance integration.

[0030] (7) Supply chain and consumables closed-loop management unit This unit collects consumables circulation data from the supplier management, procurement management, warehouse management, and departmental consumables management modules to achieve the following: High-value consumables single-machine traceability and single-disease traceability; Analysis of departmental requisition and consumption of common consumables; Consumable consumption data will be synchronized in real time to the department's full cost accounting and disease-specific cost accounting. The system will automatically trigger performance penalty suggestions based on the amount of consumables exceeding the limit.

[0031] (8) Human Resources and Performance Linkage Module This module manages organizational structure, attendance, personnel information, personnel contracts, and compensation and benefits, and will include: Personnel costs are automatically allocated to departmental costs based on attendance and job position. Performance appraisal results are directly linked to compensation, benefits, and performance-based rewards and penalties.

[0032] (9) Closed-loop feedback and improvement module This module pushes performance evaluation results, cost analysis reports, and operational weakness analyses to the relevant departments in the form of feedback reports, generates departmental operational improvement plans (such as disease optimization, fee structure adjustment, and shortening of hospital stay), and tracks the implementation of the improvement plans, forming a closed-loop management process of "evaluation-feedback-improvement-re-evaluation".

[0033] (10) Annual review and target decomposition module At the end of the year, this module calculates the target completion rate, budget execution rate, and cost control rate of each department, generates an annual operation evaluation report, and dynamically adjusts the department-level target and budget preparation parameters for the next cycle based on the evaluation results.

[0034] 3. User Interaction Layer The user interaction layer provides a visual interface for roles such as hospital administrators, department heads, financial personnel, and operations assistants, supporting functions such as report viewing, indicator drill-down, early warning reception, and improvement plan submission.

[0035] II. System Operation Flow Combination Figure 2 This invention provides a smart hospital operation management and performance evaluation method based on data fusion, comprising the following steps: Step S1: Data Acquisition and Fusion The system collects operation and management-related data from multiple heterogeneous business systems. This data includes at least workload data, work quality data, revenue and expenditure data, cost data, budget execution data, medical quality data, and performance evaluation data. The data integration layer cleanses, standardizes, and maps the collected data to construct a unified data view.

[0036] Furthermore, the system constructs a project-level data mapping rule library to uniformly identify data such as project initiation, budget justification, project contracts, contract receipts, contract payments, and project settlements, forming a complete data link of "project-revenue-cost-performance" for special performance evaluation.

[0037] Step S2: Strategic Objective Decomposition and Budget Preparation The system obtains the hospital's overall strategic goals and annual operating goals, decomposes them by department and time dimension, generates department-level goals, and combines historical data and DIP payment rules to prepare departmental revenue budgets, workload budgets, cost budgets and DIP budgets.

[0038] Step S3: Multi-dimensional cost accounting and analysis Based on a unified data view, the system performs full-cost accounting for departments, project cost accounting, and disease-specific cost accounting, generates cost structure analysis reports and cost variance analysis reports, and outputs cost control recommendations.

[0039] Specifically: Conduct cost variance analysis for departments, distinguish between controllable and uncontrollable costs, and identify the reasons for cost overruns; DIP cost-benefit analysis was conducted on a single disease to calculate the profit and loss situation, average cost per visit, drug ratio, consumable ratio, and inpatient bed days. The strengths, weaknesses, potential, and opportunities of the disease were evaluated based on SWOT analysis. Based on the results of cost variance analysis and disease benefit analysis, the system automatically generates targeted cost control measures recommendations. We conduct full lifecycle tracking of resource investment projects such as major equipment procurement and the establishment of new departments, calculate indicators such as input-output ratio and equipment utilization rate, and generate post-investment evaluation reports.

[0040] Step S4: Medical Quality and Operational Performance Analysis Based on a unified data view, the system analyzes medical quality indicators, operational efficiency indicators, and satisfaction indicators, and combines budget execution and cost analysis results to generate departmental operational performance evaluation results.

[0041] Furthermore, the system acquires external policy data such as medical insurance payment policies and drug centralized procurement policies, quantifies the impact of policy changes on departmental operations, and generates policy adaptability analysis reports.

[0042] At the same time, the system automatically generates performance rankings, identifies weak indicators, generates problem reports, and pushes them to the corresponding departments and management.

[0043] Step S5: Performance Appraisal and Incentive Implementation Based on departmental goals, operational performance evaluation results, and budget execution, the system generates a performance appraisal plan, calculates the performance allocation results for departments and individuals, and implements performance rewards and penalties.

[0044] For special projects, the system conducts special performance evaluations and incentive payments based on the performance targets set at the time of project initiation, combined with contract collection, contract payment progress, and project settlement status.

[0045] Step S6: Closed-loop feedback and improvement The system feeds back performance evaluation results, cost analysis reports, and operational shortcomings analysis to the relevant departments, generates departmental operational improvement plans (such as optimizing the disease structure, adjusting the charging structure, adjusting the performance-based commission scheme, and shortening the average length of stay), and tracks the implementation of the improvement plans.

[0046] Step S7: Annual Review and Goal Re-decomposition At the end of the year, the system calculates the target completion rate, budget execution rate and cost control rate of each department, generates an annual operation evaluation report, and dynamically adjusts the department-level target and budget preparation parameters for the next cycle based on the evaluation results. III. Specific Implementation Examples To better illustrate the technical solution of the present invention, a specific embodiment is provided below.

[0048] Example 1: Operational Management and Performance Evaluation Process of the Orthopedics Department of a Tertiary Hospital A top-tier hospital has adopted this system for monthly operational management and performance evaluation of its orthopedics department.

[0049] 1. Data Collection The system collects data on orthopedic department outpatient visits, inpatient admissions, and surgical procedures in March from the HIS system; it collects data on the distribution of discharged patients by disease and the number of level IV surgeries from the medical records system; it collects data on departmental revenue, consumable expenditures, and drug expenditures from the financial system; it collects DIP grouping and settlement data and DIP point adjustment notices from the medical insurance system; it collects details of consumables requisitioned by the orthopedic department from the logistics and supplies system; it collects attendance and salary data for orthopedic staff from the personnel system; and it collects evaluation data on medical ethics and conduct of orthopedic staff from the Party affairs and discipline inspection system.

[0050] 2. Budget execution monitoring The system shows that the orthopedics department's revenue budget completion rate for March was 95%, with DIP revenue falling 8% below budget; consumable expenditures exceeded budget by 12%, mainly due to increased usage of a certain type of high-value consumables.

[0051] 3. Cost Accounting and Analysis The system's calculation of the orthopedic department's total cost breakdown for March shows: labor costs accounted for 45%, consumables for 32%, drugs for 12%, energy costs for 3%, and other costs for 8%. Disease-specific cost analysis reveals that the orthopedic department's "knee replacement surgery" (DIP) procedure is experiencing significant losses, with average consumable costs per procedure exceeding the regional benchmark by 30%.

[0052] Analysis of the sustained effectiveness of resource investment shows that the utilization rate of a high-end surgical device purchased by the orthopedics department last year reached 85%, and the investment payback period is expected to be shortened by 3 months compared to the original plan.

[0053] 4. Medical Quality and Operational Performance Analysis System analysis shows that the average length of stay in the orthopedics department was 12.5 days, higher than the target value (10 days); the bed turnover rate was 75%, lower than the hospital average; the proportion of level IV surgeries increased by 5%, reaching the target value; and the patient satisfaction score was 91 points, which is at a good level.

[0054] Analysis of the impact of policy factors shows that due to the 5% reduction in DIP points this quarter, the overall DIP revenue of orthopedics decreased by approximately 150,000 yuan. The system recommends that departments focus on high-cost-effectiveness diseases and optimize the disease structure.

[0055] 5. Performance Appraisal and Feedback Based on indicators such as budget execution, cost control, medical quality, and policy impact, the system calculated the orthopedics department's performance evaluation score for March to be 82 points (out of 100), lower than the hospital average. The system generated a weakness analysis report, identifying "overspending on consumables" and "excessive average length of stay" as the main deductions, and sent the report to the department head.

[0056] 6. Improvement Plan and Tracking Based on the system's recommendations, the department head formulated an improvement plan: (1) for knee replacement surgery, optimize the procurement channels for consumables and select brands with higher cost-effectiveness; (2) strengthen perioperative management and shorten the preoperative hospital stay. The system continuously tracked the above indicators in April and provided feedback on the improvement results.

[0057] 7. Annual Review At the end of the year, the system reviewed the orthopedics department's annual target achievement: the target achievement rate for level 4 surgeries was 110%, the target achievement rate for average length of stay was 90%, the target achievement rate for consumables control was 85%, and all resource input projects achieved their expected benefit targets. Based on the annual evaluation results, the system dynamically adjusts the budget preparation parameters and performance weights for the orthopedics department in the following year.

[0058] Although embodiments of the invention have been shown and described, it will be understood by those skilled in the art that various changes, modifications, substitutions and alterations can be made to these embodiments without departing from the principles and spirit of the invention, the scope of which is defined by the appended claims and their equivalents.

Claims

1. A smart hospital operation management and performance evaluation system based on data fusion, characterized in that, include: The data integration layer is configured to collect raw data from multiple heterogeneous business systems, including at least HIS system, medical record system, financial system, medical insurance system, nursing system, medical affairs system, logistics and supplies system and energy consumption monitoring system. The data integration layer is used to clean, standardize and correlate the collected data to form a unified data model. The strategic goal management module is configured to obtain the hospital's overall strategic goals and annual operating goals, and to decompose the annual operating goals into department-level goals by department and time dimension. The budget management module, connected to the data integration layer and strategic goal management module, is configured to generate revenue budget, workload budget, cost budget and DIP budget based on departmental goals and historical operational data, and to perform budget preparation, budget task assignment, budget execution monitoring and budget variance analysis. The cost accounting and analysis module is configured to perform departmental full cost accounting, project cost accounting, and disease cost accounting based on the unified data model, and to generate cost structure analysis, cost difference analysis, and cost control suggestions. The medical quality and operations analysis module is configured to analyze medical quality indicators, operational efficiency indicators, and service satisfaction indicators based on the unified data model, and generate departmental operational performance evaluation results. The performance management module is configured to generate performance appraisal schemes, performance distribution schemes, and performance reward and punishment execution records based on the department-level goals, budget execution data, cost analysis results, and operational performance evaluation results. The closed-loop feedback and improvement module is configured to push performance evaluation results and cost analysis results to the relevant departments in the form of feedback reports, generate departmental operation improvement plans, track the implementation of improvement plans, and form a closed-loop management process of "evaluation-feedback-improvement-re-evaluation".

2. The system according to claim 1, characterized in that, The cost accounting and analysis module further includes: The departmental full cost accounting unit is used to collect labor costs, material costs, drug costs, water and electricity consumption, depreciation expenses and management expenses, and allocate them according to cost drivers; The disease-specific cost-benefit analysis unit is used to calculate the profit and loss situation, average cost per visit, drug ratio, consumable ratio, and average length of stay for a single disease, and to generate a SWOT analysis evaluation of the disease. The budget execution monitoring unit is used to compare the revenue budget with the actual revenue and the cost budget with the actual cost in real time, and to provide early warnings for key indicators.

3. The system according to claim 1, characterized in that, The medical quality and operations analysis module further includes: The medical quality indicator analysis unit is used to analyze patient satisfaction, admission rate, discharge rate, average length of stay, bed turnover rate, and number of surgeries. The operational efficiency analysis unit is used to analyze preoperative hospital stay, bed turnover rate, and departmental workload ranking. The satisfaction analysis unit is used to integrate patient satisfaction survey data, employee satisfaction data, and social recognition data to form a comprehensive satisfaction score.

4. The system according to claim 1, characterized in that, The data integration layer is also configured to establish a data mapping rule base, which is used to uniformly identify and associate management data such as contract types, budget justification, project initiation, project contracts, contract receipts, contract payments, and contract statistics in different business systems, forming a data link that runs through the entire project lifecycle.

5. The system according to claim 1, characterized in that, Also includes: The high-value consumables and asset management unit is connected to the warehouse management module, equipment management module, and supplier management module. It is used to track the single-machine performance, mandatory inspection and measurement, and asset entry and exit of high-value consumables, and to link consumable usage data to departmental costs and disease costs.

6. A smart hospital operation management and performance evaluation method based on data fusion, applied to the system described in any one of claims 1 to 5, characterized in that, Includes the following steps: Step S1: Data Acquisition and Fusion Operational management-related data are collected from multiple heterogeneous business systems. The data includes at least workload data, work quality data, revenue and expenditure data, cost data, budget execution data, medical quality data, and performance evaluation data. The collected data is cleaned, standardized, and correlated to construct a unified data view. Step S2: Strategic Objective Decomposition and Budget Preparation Obtain the hospital's overall strategic goals and annual operating goals, break them down by department and time dimension to generate department-level goals, and combine historical data and DIP payment rules to prepare departmental revenue budgets, workload budgets, cost budgets and DIP budgets; Step S3: Multi-dimensional cost accounting and analysis Based on the unified data view, the system performs full-cost accounting for departments, project cost accounting, and disease-specific cost accounting, generates cost structure analysis reports and cost variance analysis reports, and outputs cost control recommendations. Step S4: Medical Quality and Operational Performance Analysis Based on the unified data view, medical quality indicators, operational efficiency indicators, and satisfaction indicators are analyzed. Combined with budget execution and cost analysis results, departmental operational performance evaluation results are generated. Step S5: Performance Appraisal and Incentive Implementation Based on departmental goals, operational performance evaluation results, and budget execution, a performance appraisal plan is generated, the performance allocation results for departments and individuals are calculated, and performance rewards and penalties are implemented. Step S6: Closed-loop feedback and improvement The performance evaluation results, cost analysis reports, and operational shortcomings analysis are fed back to the relevant departments to generate departmental operational improvement plans, and the implementation of these plans is tracked to form a closed-loop management system.

7. The method according to claim 6, characterized in that, Step S3 further includes: S31: Conduct a cost variance analysis of the department, distinguish between controllable and uncontrollable costs, and identify the reasons for cost overruns; S32: Conduct DIP cost-benefit analysis for a single disease, calculate the profit and loss situation, average cost per visit, drug ratio, consumable ratio and inpatient bed days, and evaluate the strengths, weaknesses, potential and opportunities of the disease based on SWOT analysis. S33: Based on the results of cost variance analysis and disease benefit analysis, automatically generate targeted cost control measures, including consumables control, medication standardization, process optimization, and cost allocation optimization.

8. The method according to claim 6, characterized in that, Step S4 further includes: S41: Generate problem reports and shortcomings analysis reports from the operational performance analysis results; S42: Combine historical data of the department with benchmark data of departments at the same level to rank the operational efficiency and compare the performance of departments or individuals; S43: Based on the ranking and comparison results, generate differentiated improvement suggestions.

9. The method according to claim 6, characterized in that, The departmental operation improvement plan generated in step S6 includes at least the following: optimization of disease structure, adjustment of fee structure, adjustment of performance-based bonus scheme, and specific measures to shorten the average length of stay.

10. A computer-readable storage medium having a computer program stored thereon, characterized in that, When executed by a processor, the program implements the method described in any one of claims 6 to 9.

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