• Korea Journal of Hospital Management
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• v.7 no.4
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• pp.172-192
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• 2002

The purpose of this study is to ascertain whether the effect of introduction of OCS(Order Communication System) to the hospital is satisfied or not comparing the anticipated effect with the actual effect. For this purpose, a domestic hospital which has introduced and has been operating OCS for several years was chosen. Based on the internal data of S Hospital prepared before introducing OCS, researcher has analyzed the basic direction, design standard and status of operation after the introduction of OCS, etc. After analyzing the status of operations of several departments using OCS and interviewing with the chiefs of pertinent departments, a survey form was designed. Actual survey and interviews were conducted by the researcher for weeks to know whether doctors, nurses, medical technicians and clerks of the patient management dept. were satisfied with OCS and to find if they have any recommendations to improve OCS. Based on the analysis of survey, the effect of OCS was evaluated whether it has satisfied the anticipated effectiveness. For the question if they feel convenient in using OCS, doctors, nursing staffs in charge of ward and the staffs of billing dept. has answered that they were all satisfied(100%). The answers for the same question were relatively high in the case of nurses in charge of outpatient and staffs of radiography. Of course, there have been some nurses and staffs who complained for the inconvenience. However, overall satisfaction was high on the average. Some common problems occurred after the introduction of OCS were frequent errors due to instability of OCS system, paralysis of function of hardware on data back-up system and redundant investment due to erroneous choice of DB program in setting DB. It was also pointed out that lack of computer education and low participation of medical staffs has resulted in failure of developing effective software. As a result, it has lowered the efficiency of OCS. For example, some works have to be done by hands even after OCS. Based on the result of this research, recommendations to maximize the effect of OCS were presented as follows. First, strong leadership of CEO and active cooperation of doctors are mandatory. Second, all the process of hospital work should be analyzed and be redesigned in more efficient ways. Third, OCS should be designed to be user-based system which can be used efficiently by all staffs of the hospital. Forth, prior to the operation of OCS, proper tests of the program and trainings of the pertinent staff are required. Fifth, prior to the selection of hardware, BMT(Bench Marking Test) should be conducted. Sixth, before introducing OCS, staffs in charge of OCS should visit many hospitals operating the OCS system and take their cases into account.

• The Journal of the Convergence on Culture Technology
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• v.5 no.3
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• pp.125-130
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• 2019

This research is about alternative measure of main components for sprinkler system like automatic wet pipe sprinkler system, dry pipe sprinkler system, pre-action sprinkler system, vacuum sprinkler system, deluge sprinkler system, and so on. By replacing the alarm check valve, dry valve, pre-operated valve, and deluge open valve with a solenoid valve, it be can be simplifed the various processes of the manufacturing process into one process, it creates an environment in which one standardized product can be produced simultaneously on a single machine. Therefore, it could improve the price competitiveness of products, reduce the maintenance cost, and help the adaptability of new sprinkler systems in the future. There is a benefit when it comes to apply to sprinkler system. Only replace the valve which is used to control primary and secondary valve such as wet, dry, pre operated, vacuum, deluge system valve. Other components such as retarding chambers, automatic air compressors, accelerators or adjusters, supervisory panels, vacuum pumps, and manual starters can be used as they are, so they can be easily applied to existing sprinkler system. It is needed to legal and institutional study for solenoid valve applied sprinkler system to commercialize.

• Journal of the Korea Convergence Society
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• v.12 no.4
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• pp.267-274
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• 2021

This study used data from the 6rd and 12th year of the Korean Welfare Panel to evaluate the effects of the Personal Assistance Service(PAS) system on the labor market of PAS users' participation. For the purpose of this study, 64 program groups using the Korean PAS and 344 control groups not using the Korean PAS were selected using Caliper matching among the propensity score matching. A chi-square test was used for the difference in characteristics between groups, and a simple difference-in-differences (DID) model and a double-difference multiple regression analysis of DID were performed to estimate the effect of thepolicy before and after the Korean PAS. As a result of the study, it was found that statistically, PAS had no significant effect on the labor market. This is due to the low number of system users, resulting in low post-hoc power, incomplete matching and limited availability of PAS Assistants for Disabled People. Therefore, In order to demonstrate the effectiveness of the Personal Assistance Service(PAS) system, specialized services and systems that meet the needs of the disabled and household members should be implemented.

• Health Policy and Management
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• v.15 no.1
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• pp.97-117
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• 2005

This study was designed to compare the differences m results of supervisor and subordinate rating. Data was collected from personnel evaluation and subordinate rating results for middle managers(n=68) in hospital from 3rd January to 20th March in 2004. Supervisor rating consisted of performance, ability and attitude evaluation. Subordinate rating consisted of leadership, ability and attitude evaluation. Collected data included sociodemographic characteristics, work department, work level, years of work, years at present level and whether working in a patient serving department. The difference of standardized supervisor and subordinate rating score was used to define groups as 'higher in supervisor rating group'. Groups were defined in total score, ability score and attitude score. Main results were as follows: 1. In total score, sectional chiefs were apt to be 'higher in subordinate rating group' while chief clerks were apt to be 'similar group' or 'higher in supervisor rating group'. Staffs in patient serving department were likely to be 'higher in supervisor rating group' and staffs in non-patient serving department were likely to be 'higher in subordinate rating group'. All these results were statistically significant. 2. In ability score, there were no statistically significant differences in age, sex, years of education, work department, work level, years of work and whether working in a patient serving department among 'higher in supervisor rating group', 'similar group' and 'higher in subordinate rating group'. 3. In attitude score, staffs in the department of medical affairs and the department of administration were apt to be 'higher in subordinate rating group'. Staffs in the department of nursing were apt to be 'higher in supervisor rating group'. Staffs in a patient serving department were likely to be 'higher in supervisor rating group' and staffs in a non-patient serving department were likely to be 'higher in subordinate rating group'. All these results were statistically significant. 4. Logistic analysis about total score showed that sectional chiefs had higher Odds Ratio(OR) to be in 'higher in subordinate rating group'. Staffs in a non-patient serving department had higher OR to be in 'higher in subordinate rating group'. Both these results were statistically significant. 5. Logistic analysis about ability score showed that sectional chiefs had higher OR to be in 'higher in subordinate rating group'. Staffs in a non-patient serving department had higher OR to be in 'higher in subordinate rating group'. These results were not statistically significant. 6. Logistic analysis about total score showed that sectional chiefs had higher OR to be in 'higher in subordinate rating group', but the difference was not statistically significant. Staffs in a non-patient serving department had significantly higher OR to be in 'higher in subordinate rating group'. In conclusion, there is no clear superiority between supervisor and subordinate rating in personnel evaluation. It would be better to use a mixed model. It's also suggested to use an intervening rate of application or scores considering work levels and work department in personnel evaluation. These results would be helpful for hospitals planning a supervisor and subordinate rating system for personnel evaluation.