• 보건행정학회지
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• 제23권2호
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• pp.124-131
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• 2013

Background: This study aimed to measure the opportunity income by identifying the economic length of stay (ELOS) which is the intersection point of daily revenue and cost on appendectomy and pneumonia cases. Methods: The research subjects were 460 patients of appendectomy and 606 patients of pneumonia, discharged from a general hospital between July 1, 2009 and June 30, 2010. ELOS calculated with both of total revenue on diagnosis-related group (DRG) and fee-for service (FFS). The cost is calculated by activity-based costing system of the hospital. Results: Average length of stay (ALOS) of appendectomy was 4.48 days and its average revenue per case were 1,710,215 (1,989,105) won by DRG (FFS). The variable cost was 491,262 won which was 28.7% (24.7%) of DRG (FFS) total revenue. And 97.2% of the total variable cost was incurred within 2 days from admission. The ELOS was 4 (5) days in DRG (FFS). Shortening three days (two days) would increase opportunity income 52.0% (82.2%) in DRG (FFS). ALOS of pneumonia case was 4.86 days and its average revenue per case were 489,448 (761,426) won by DRG (FFS). The variable cost was 27,230 won which was 5.6% (3.6%) of DRG (FFS) total revenue. Thirty-eight point nine percent of the daily variable cost was incurred in discharge date. The ELOS was 2 (4) days in DRS (FFS). Shortening three days (one day) would increase opportunity income 27.6% (37.2%) in DRG (FFS). Conclusion: The ELOS would be used by strategic index for achieving minimum profit and developing the ways to get there. But we also should not pass over that the opportunity income obtained by the reducing ALOS may cause some problem of quality.

• 한국콘텐츠학회논문지
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• 제12권4호
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• pp.380-389
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• 2012

이 연구는 수부손상의 발생요인과 진료양상을 분석함으로써 수부손상의 예방과 수부전문병원의 진료 효율성 제고를 위한 기초정보를 제공하기 위해 수행되었다. 분석을 위해 서울시 소재 S병원에 2008년 1월 1일부터 2010년 12월 31일까지 최근 3년간 내원한 환자 중 수부손상 환자 총 2,461명의 환례를 전수 조사 하였다. 분석결과는 다음과 같다. 첫째, 수부손상 환자의 인적특성군 별로 수부손상 발생의 시기, 장소, 원인별 빈도와 유의한 차이를 보였다. 남자가 여자에 비해, 노년기환자가 영유아기환자에 비해 재원기간은 긴 반면 일평균진료비는 낮았으며, 국민건강보험환자가 자동차보험과 산재보험환자에 비해 재원기간은 짧은 반면 일평균진료비는 높았다. 둘째, 수부손상 환자의 인적특성변수와 수부손상의 발생양상변수는 재원기간과 일평균진료비, 건당 평균진료비에 유의한 영향을 보였다. 수부손상환례의 재원기간이 건당진료비의 크기를 결정하는 요인이기 때문에 재원기간에 정(正)의 영향을 미치거나 재원기간에 유의한 차이가 있는 남성, 노년기, 산재보험환자의 기계 작업도구에 의한 환례, 절단 결출상의 환례, 그리고 이식술의 재원기간을 단축하는 방안이 치료 효율을 위해 긴요한 것으로 보인다. 이에 수부손상환례의 조속한 진단 치료로 재원기간 단축 등을 통해 수부전문병원의 진료효율성 제고방안을 다양한 차원에서 강구할 것을 제언한다.

• 한국병원경영학회지
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• 제26권3호
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• pp.1-12
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• 2021

Purpose: This study aims to examine the effect of the copayment reduction policy on the health care utilization of patients under age 15 after the policy started in 2017. (이하는 아래 methodoloty로 이동) Methodology: Data on the ALOS, the average admission cost, and the out-of-pocket expenditure for patients under 15 years of age from 2015 to 2019 were obtained from the National Health Insurance database. Policy effects were measured by analyzing three dependent variables before and after policy: the average length of stay (ALOS), the average admission cost, and the out-of-pocket expenditure for patients under 15 years of age. The collected data were analyzed using the SAS package, and the analysis methods used in this study were the mean difference test and linear regression analysis. Findings: The study results reveal that, after the copayment reduction policy in the year 2017, the ALOS and the out-of-pocket expenditure were significantly decreased, but the average admission cost was significantly increased. Practical Implications: These results imply that the policy of copayment reduction for the patients under the age of 15 has contributed to mitigating the patients' financial burden with little concern about growing medical utilization.

• 보건행정학회지
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• 제6권1호
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• pp.191-210
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• 1996

This study purported to acquire information necessary to improve the operational efficiency of general hospitals. It tried to determine major indices which represent managerial performance of general hospitals and to identify the managerial characteristics of general hospital which affect the major financial indices. 201 hospitals which were subject to standardization audit by the Korean Hospital Association were investigated and 80 hospitals were finally chosen for this study. Their financial and managerial data during the period between January 1991 and December 1991 were collected. Considering financial indices in this study were the ration of net income to total asset, income growth rate, and quick ration. The results of study are summarized as followings. First. The ration of net income to total assets and quick ration were highly related to managerial characteristics of general hospitals. Therefore, the standardization of three financial indices should be needed to systematically check the operational efficiency of general hospitals. Second, the sample hospitals can be classified as four groups on the basis of their financial indices' level. 4 of those hospitals(5.0%) showed high level of performance in terms of three financial indices and 27 of them(33.7%) showed that they are highly related to only two financial indices. 34 hospitals(42.5%) showed they have high level of relationship with only one indices and 15 hospitals(18.8%) showed very weak performance level with three indices. In addition, there is no hospitals to show mid-range level of managerial performance in relation to all three financial indices. Third, there is no significant relationship between three financial indices and the managerial characteristics of hospitals such as the number of beds, type of operation, location of hospitals, and etc. However, in the case of hospitals which have high level of managerial performance, they have more specialists and medical support personnel in comparison to low performance hospitals. They also have high level of bed occupancy rate and average length of stay(ALOS). In conclusion, the study showed the standardization of 3 financial indices are necessary to systematically evaluate the managerial performance of general hospitals and provide more accurate operational information for each hospital. To do so, it is necessary to focus on management side of hospital such as the effective human resource management and quality enhancement of medical treatment.