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Thailand Quality Class 2008

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Bumrungrad International
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CONTENTS

‚§√ß√à“ßÕߧå°√ 8
Organizational Profile
°“√π”Õߧå°√ 22
Leadership
°“√«“ß·ºπ‡™‘ß°≈¬ÿ∑∏å 26
Strategic Planning
°“√¡ÿà߇πâπºŸâªÉ«¬ ≈Ÿ°§â“ ·≈–μ≈“¥ 28
Focus on Patients, Other Customers and Market
°“√«—¥ °“√«‘‡§√“–Àå ·≈–°“√®—¥°“√§«“¡√Ÿâ 30
Measurement, Analysis and Knowledge Management
°“√¡ÿà߇πâπ∫ÿ§≈“°√ 36
Workforce Focus
°“√®—¥°“√°√–∫«π°“√ 40
Process Management
º≈≈—æ∏å 44
Results
√“ß«—≈·≈–§«“¡¿Ÿ¡‘„® 46
Awards and Recognitions
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Baldrige National Quality Award - MBNQA) ´÷ßË ∂◊Õ‡ªìπμâπ·∫∫¢Õß√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘¢Õßπ“π“ª√–‡∑»
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®–‰¥â√—∫√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘ (Thailand Quality Award: TQA)  à«πÕߧå°√∑’Ë¡’§–·ππ‰¡à∂÷߇°≥±å¥—ß°≈à“«
·μà Ÿß°«à“ 350 §–·ππ ®–‰¥â√—∫√“ß«—≈°“√∫√‘À“√ Ÿà§«“¡‡ªìπ‡≈‘» (Thailand Quality Class: TQC)

 ”π—°ß“π√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘
‚∑√. 0-2619-8086
www.tqa.or.th
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Message from Chief Executive Officer
We at Bumrungrad International Hospital are deeply honored to be recognized and to
receive the Thailand Quality Class designation this year.
The first 3 of our Hospital Ten Guiding Principles are:
1. We are guided by our primary goal of satisfying our customers.
2. We are committed to our staffûs welfare and development.
3. We continually improve the quality of everything we do.
These guiding principles, which guide our actions and decisions every day, also form the
heart of the Malcolm Baldridge criteria used by the TQA program. Therefore it is especially
meaningful to us when our staff applications of our guiding principles are being evaluated and
recognized by an organization that shares those same guiding principles.
We believe our commitments to these core guiding principles not only lead to long term
sustainability for an organization but they are keys to the constant renewal any organization must
achieve to remain viable in todays ever increasing competitive world.
Whether it is something as simple as greeting someone at the front entrance or the most
complex microsurgery, we strive to make everything we do world class in every way. This includes
an increasing focus on tailoring our services for the majority of our patients who reside here in
Thailand in addition to the minority of international patients we often receive recognition for
treating.
Bringing world class medicine and world class service to the residents of Thailand is
central to the mission of our Hospital. We believe it also forms the essence of the Thailand Quality
Award and we are truly honored and proud to receive this TQC recognition for our doctors, nurses,
and staff this year.

Mr. Mack Banner

Chief Executive Officer
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Organizational Profile
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¡À“π§√ ‡√‘Ë¡‡ªî¥„Àâ∫√‘°“√μ—Èß·μàªï 2523 μàÕ¡“„πªï
2532 ‰¥â‡¢â“‡ªìπ∫√‘…—∑®¥∑–‡∫’¬π„πμ≈“¥À≈—°∑√—æ¬å
‡ªìπ‚√ß欓∫“≈∑’Ë„Àâ∫√‘°“√√—°…“ºŸâªÉ«¬√–¥—∫μ쑬¿Ÿ¡‘
(‚√§¬“°·≈–¡’§«“¡´—∫´âÕπ)  ”À√—∫ª√–™“™π™“«
‰∑¬∑—Ë«ª√–‡∑» ™“«μà“ß™“μ‘∑’Ëæ—°Õ“»—¬„πª√–‡∑»‰∑¬
·≈–™“«μà“ß™“μ‘∑—Ë«‚≈°¥â«¬¡“μ√∞“π√–¥—∫ “°≈
‚√ß欓∫“≈œ ‡ªìπÀπ÷Ëß„πºŸâπ”‚√ß欓∫“≈
‡Õ°™π„πª√–‡∑»‰∑¬ ·≈–„π¿Ÿ¡‘¿“§‡Õ‡™’¬μ–«—πÕÕ°
‡©’¬ß„μâ ¡’®”π«π‡μ’¬ß∑’ˇªî¥∫√‘°“√ 554 ‡μ’¬ß ®”π«π
§≈‘π‘°‡©æ“–∑“ß¡“°°«à“ 30 §≈‘π‘° ‡ªî¥„Àâ∫√‘°“√
μ≈Õ¥ 24 ™—Ë«‚¡ß §√Õ∫§≈ÿ¡∑ÿ° “¢“∑“ß°“√·æ∑¬å
√Ÿª·∫∫°“√∫√‘°“√À≈—°§◊Õ°“√∫√‘°“√√—°…“欓∫“≈
·∫∫ºŸâªÉ«¬„π ºŸâªÉ«¬πÕ° ·≈–ºŸâªÉ«¬©ÿ°‡©‘π∑’Ë¡ÿà߇πâπºŸâ
ªÉ«¬·≈–§√Õ∫§√—«‡ªìπ»Ÿπ¬å°≈“ß ∑”ß“π√à«¡°—π·∫∫
 À “¢“«‘™“™’æ ®”π«πºŸâ„™â∫√‘°“√¡“°°«à“ 1.2 ≈â“π
§πμà Õ ªï ‚¥¬‡ªì π ºŸâ „ ™â ∫ √‘ ° “√™“«μà “ ߪ√–‡∑»°«à “
430,000 √“¬μàÕªï ®“°°«à“ 190 ª√–‡∑»∑—Ë«‚≈°
Bumrungrad International Hospital (BI)
is an internationally accredited, comprehensive,
tertiary care hospital located in the heart of
Bangkok, Thailand. Founded in 1980, BI is
operated by çBumrungrad Hospital Public
Company Limitedé which was registered as a
public company and has traded on the Stock
Exchange of Thailand (SET) since 1989. BI serves
Thai nationals, expatriates and international
patients with world class quality standards on a
single campus.
Currently BI is the leading private
hospital in Thailand and Southeast Asia with
554 beds, and over 30 specialty centers
providing 24-hour coverage in every health care
discipline. BI delivers a customer - centric,
comprehensive array of inpatient and outpatient
healthcare services to Thai nationals, expatriates
and international patients using multi disciplinary
team approach. We serve over 1.2 million
patients annually. In 2007 over 430,000 BI
patients were international including thousands
of expatriates who live in Bangkok and nearby
countries, plus visitors from 190 countries around
the world who come here for treatment.
 9
 ¿“æ·«¥≈âÕ¡∫√‘‡«≥§≈‘π‘°ºŸâªÉ«¬πÕ°
Outpatient Clinic Environment

 ¿“æ·«¥≈âÕ¡∫√‘‡«≥§≈‘π‘°ºŸâªÉ«¬„π
Inpatient Services Environment
 10
«‘ —¬∑—»πå æ—π∏°‘® ·≈–À≈—°ªÆ‘∫—μ‘
Vision, Mission and Guiding Principles
«—≤π∏√√¡Õߧå°√¢Õß‚√ß欓∫“≈œ ‡°‘¥¢÷Èπ BI has an organizational culture which is
®“°°“√ – ¡ª√– ∫°“√≥åÕ—π¬“«π“π ∑’Ë¡ÿà߇πâπ built upon a focus on excellence, quality and
§«“¡‡ªìπ‡≈‘» §ÿ≥¿“æ ∫√‘°“√Õ¬à“߇Õ◊ÕÈ Õ“∑√ °—∫ºŸªâ «É ¬ compassionate care for all patients with equity.
∑ÿ°§πÕ¬à“߇∑à“‡∑’¬¡ ‚¥¬¡’

«‘ —¬∑—»πå : «‘∑¬“°“√ ·≈–∫√‘°“√∑’ˇªìπÀπ÷Ëß

Vision : World Class Medicine World Class Service
æ—π∏°‘® : ‡√“„Àâ°“√∫√‘°“√∑“ߥâ“π°“√√—°…“欓∫“≈Õ¬à“߇Õ◊ÈÕÕ“∑√ ·≈–‰¥â¡“μ√∞“π√–¥—∫‚≈°
Mission : We provide world class healthcare with care and compassion
À≈—°ªÆ‘∫—μ‘
Guiding Principles / Core Values
1. ‡ªÑ“À¡“¬À≈—°„π°“√∑”ß“π¢Õ߇√“§◊Õ∑”„À⺟â√—∫∫√‘°“√‡°‘¥§«“¡æ÷ßæÕ„®
We are guided by our primary goal of satisfying our customers.
2. ‡√“¡ÿàß¡—Ëπ„π°“√æ—≤π“»—°¬¿“æ¢Õß∫ÿ§≈“°√ ·≈–√–∫∫ «— ¥‘°“√∑’Ë¥’μàÕæπ—°ß“π¢Õ߇√“
We are committed to our staffûs welfare and development.
3. ‡√“ª√—∫ª√ÿߧÿ≥¿“æ¢Õßß“πÕ¬à“ßμàÕ‡π◊ËÕß
We continually improve the quality of everything we do.
4. ‡√“¡ÿàß¡—Ëπ∑’Ë®–æ—≤π“π«—μ°√√¡∑“ß°“√∫√‘°“√ ·≈–°“√·æ∑¬åÕ¬à“ßμàÕ‡π◊ËÕß ‡æ◊ËÕ°â“«‰ª Ÿà§«“¡‡ªìπ
‡≈‘»∑“ß«‘™“™’æ
We strive for professional excellence and innovation in all we do.
5. ‡√“„Àâ°“√∫√‘°“√·∫∫‰∑¬ ·°àºŸâªÉ«¬∑ÿ°™“μ‘ ¿“…“ ·≈–«—≤π∏√√¡ Õ¬à“߇∑à“‡∑’¬¡°—π
We embrace cultural diversity with Thai hospitality.
 11

6. ‡√“¡ÿàß¡—Ëπ∑’Ë®–æ—≤π“°“√∫√‘°“√∑ÿ°¢—ÈπμÕπ„À≥⡓μ√∞“π√–¥—∫‚≈°
We strive to make everything we do çWorld Classé.
7. ‡√“ªØ‘∫—μ‘μàÕºŸâªÉ«¬¥â«¬§«“¡´◊ËÕ —μ¬å ¡’§«“¡‰«â«“ß„®´÷Ëß°—π·≈–°—π
We are trusted, honest, and ethical in all our dealings.
8. ‡√“∑”ß“π√à«¡°—π‡ªìπ∑’¡·≈–·≈°‡ª≈’ˬπ ‘Ëß∑’ˇ√’¬π√Ÿâ·°à°—π·≈–°—π
We work as a team and share what we know.
9. ‡√“ªØ‘∫—μ‘μπ‡ªìπæ≈‡¡◊Õߥ’¢Õß™“μ‘
We are a good corporate citizen.
10. ‡√“„À⧫“¡ ”§—≠μàÕ°“√Õπÿ√—°…å ‘Ëß·«¥≈âÕ¡ ·≈–∏√√¡™“μ‘
We operate in an environmentally responsible manner.
 12
∑’¡ºŸâ∫√‘À“√√–¥—∫ Ÿß
Executive team

𓬠·¡§ ·∫π‡πÕ√å ».§≈‘π‘° π.æ. Õ¿‘™“μ‘ »‘«¬“∏√

Mr. Mack Banner Dr. Apichati Sivayathorn
ºŸâÕ”π«¬°“√¥â“π∫√‘À“√ ºŸâÕ”π«¬°“√¥â“π§ÿ≥¿“æ
Chief Executive Officer Chief Quality Officer

æ.≠. ®“¡√’ ‡™◊ÈÕ‡æ™√–‚ ¿≥ ».æ≠. ®‘μ√“ Õπÿ√“…Æ√å

Dr. Chamaree Chuapetcharasopon Prof. Dr. Jitra Anuras
ºŸâÕ”π«¬°“√¥â“π°“√·æ∑¬å √ÕߺŸâÕ”π«¬°“√¥â“π°“√·æ∑¬åÕ“«ÿ‚ 
Medical Director Senior Associate Medical Director

𓬠‡§π‡π∑ ‡¡¬å

π.æ. ªï‡μÕ√å ¡Õ√å‡≈¬å
Dr. Peter Morley
ºŸâÕ”π«¬°“√¥â“π°“√·æ∑¬åμà“ߪ√–‡∑»
Medical Director-International
Mr. Kenneth Mays
ºŸâÕ”π«¬°“√Õ“«ÿ‚ ΩÉ“¬°“√μ≈“¥
·≈–æ—≤π“∏ÿ√°‘®
Senior Director, Hospital Marketing
& Business Development

π“ß ≈’ ™“π π. . §“‡√𠧓√å‡μÕ√å

Mrs. Lee Chan Ms. Karen Carter
ºŸâÕ”π«¬°“√¥â“π°“√‡ß‘π ºŸâÕ”π«¬°“√¥â“πªØ‘∫—μ‘°“√
Chief Financial Officer Chief Operating Officer

𓬠™“ß øŸ π.æ.  ¡‡°’¬√μ‘ ‡™◊ÈÕ‡æ™√–‚ ¿≥

Mr. Chang Foo Dr. Somkiet Chuapetcharasopon
ºŸâÕ”π«¬°“√¥â“π‡∑§‚π‚≈¬’ ∑’˪√÷°…“¥â“π°≈¬ÿ∑∏å∑“ß°“√·æ∑¬å
Chief Technology Officer Strategic Medical Advisor
 13
·ºπ¿Ÿ¡‘ “¬ß“π∫—ߧ—∫∫—≠™“
Organization Chart

·ºπ¿Ÿ¡‘Õߧå°√·æ∑¬å
Medical Staff Organization
 14
∫ÿ§≈“°√¢Õß‚√ß欓∫“≈
Workforce Profile
®”π«π∫ÿ§≈“°√¢Õß‚√ß欓∫“≈œ √«¡∑’¡ºŸâ
∫√‘À“√ ®”π«π¡“°°«à“ 3,000 §π ¡“°°«à“√âÕ¬≈– 95
‡ªìπæπ—°ß“πª√–®” ‚¥¬æπ—°ß“π‡°◊Õ∫∑—ÈßÀ¡¥‡ªìπ
§π‰∑¬ √âÕ¬≈– 70 ®∫°“√»÷°…“√–¥—∫ª√‘≠≠“μ√’ ·≈–
Õ’°ª√–¡“≥√âÕ¬≈– 5 ®∫°“√»÷°…“√–¥—∫ª√‘≠≠“‚∑
·≈– Ÿß°«à“
®”π«π∫ÿ§≈“°√·∫àßÕÕ°‡ªìπ 3 °≈ÿà¡„À≠à§◊Õ
1. √âÕ¬≈– 40 ‡ªì𠓬«‘™“™’æ
2. √âÕ¬≈– 40 æπ—°ß“π∑’Ë„Àâ°“√∫√‘°“√ºŸâªÉ«¬
‚¥¬μ√ß ∑’ˉ¡à„™à “¬«‘™“™’æ
3. √âÕ¬≈– 20 ‡ªìπæπ—°ß“πª√–®” ”π—°ß“π
√«¡∑—Èß∑’¡ºŸâ∫√‘À“√
¡’ ∫ÿ § ≈“°√·æ∑¬å ·≈–ºŸâ ‡ ™’Ë ¬ «™“≠‡©æ“–
 “¢“∑’˺à“π¡“μ√∞“π°“√§—¥‡≈◊Õ°·≈–‰¥â√—∫«ÿ≤‘∫—μ√
√—∫√Õß®“°μà“ߪ√–‡∑» ®”π«π¡“°°«à“ 1,000 §π ‚¥¬
‡ªìπ·æ∑¬åª√–®”ª√–¡“≥ 200 §π ·≈–∑’ˇÀ≈◊Õ‡ªìπ
·æ∑¬å∑’˪√÷°…“ ‚¥¬Õߧå°√·æ∑¬å¡’°“√„Àâ ‘∑∏‘„π°“√
√—°…“·≈–∑”À—μ∂°“√‡©æ“–¥â“πμ“¡«ÿ≤‘°“√»÷°…“
§«“¡‡™’ˬ«™“≠摇»… ·≈–ª√– ∫°“√≥å¢Õß·æ∑¬å
·μà≈–∑à“π
BI has more than 3,000 employees in-
clusive of the management team. The majority
(95%) of hospital staff is employed full time and
almost all of them are Thai.
Currently the employees are classified into
3 groups as follows:
1. 40% is professional staff.
2. 40% is non professional involved with
direct patient care or service.
3. 20 % is office staff including adminis-
trative team.
The medical staff comprises over 1,000
physicians and dentists, most of whom have
international training and board certification.
About 200 physicians are full time and the rest
are part time. All members of the medical staff
are credentialed to perform in their areas of
expertise based on training, experience and
certification.

√–∫∫ “√ π‡∑»‚√ß欓∫“≈
Hospital Information System
‚√ß欓∫“≈œ ¡’ √ –∫∫ “√ π‡∑»∑“ß°“√
·æ∑¬å∑’ˇ√’¬°«à“ Microsoft Amalga HIS ‡ªìπ√–∫∫
∑’Ë¡’∞“π¢âÕ¡Ÿ≈·∫∫ Single Database ∑ÿ° Module
√–∫∫∂Ÿ°ÕÕ°·∫∫¢÷Èπ‚¥¬¡Õß∑’˺ŸâªÉ«¬‡ªìπ»Ÿπ¬å°≈“ß∑—Èß
ß“π∑’ˇ°’ˬ«¢âÕß°—∫°“√√—°…“欓∫“≈‚¥¬μ√ß ·≈–ß“π
 π—∫ πÿπ‡™àπ √–∫∫°“√π—¥ μ“√“ß°“√ÕÕ°μ√«®¢Õß
·æ∑¬å √–∫∫∫—≠™’ °“√®à“¬‡ß‘π √–∫∫°“√ —Ë߬“  —Ëß
μ√«®«‘π‘®©—¬∑“ßÀâÕߪؑ∫—μ‘°“√ ·≈–Õ◊ËπÊ ‡ªìπμâπ
æπ— ° ß“πºŸâ „ Àâ ∫ √‘ ° “√ “¡“√∂‡¢â “ ∂÷ ß ¢â Õ ¡Ÿ ≈ ∑’Ë
 ”§—≠ ª√–°Õ∫¥â«¬¢âÕ¡Ÿ≈‡∫◊ÈÕßμâπ·≈–¢âÕ¡Ÿ≈‡°’ˬ«°—∫
°“√«‘π®‘ ©—¬ °“√√—°…“∑ÿ°Ê  à«π¢ÕߺŸªâ «É ¬·μà≈–√“¬ ‰¥â
∑—π∑’ ¿“¬„μâ ‘∑∏‘„π°“√‡¢â“∂÷ߢâÕ¡Ÿ≈¢Õß·μà≈–∫ÿ§§≈
15
Microsoft Amalga HIS maintains a single
database for all BI patients. The users can search
key data including patient diagnosis, laboratory
data, radiology reports, patient demographics,
etc. It also supports all hospital business trans-
actions including appointments, scheduling,
billing, ordering, etc. The built-in paperless medical
record greatly increases the speed of patient
accessibility and is available online throughout
the hospital for authorized personnel.
 16
‡§√◊ËÕß¡◊Õ ·≈–‡∑§‚π‚≈¬’∑“ß°“√·æ∑¬å
Medical Equipment and Technology
‚√ß欓∫“≈œ ¡’§«“¡‡ªìπºŸâπ”·≈–°â“«Àπâ“
∑“ߥ⠓ π‡∑§‚π‚≈¬’ ∑ “ß°“√·æ∑¬å ∑’Ë ∑— π  ¡— ¬ „π°“√
∫√‘°“√√—°…“欓∫“≈ºŸâªÉ«¬ ¬°μ—«Õ¬à“߇§√◊ËÕß¡◊Õ
∑“ß°“√·æ∑¬å ∑’Ë ‚ √ß欓∫“≈œ ¡’ „ πªí ® ®ÿ ∫— π ‰¥â · °à
PET/CT scanner, MRI, CT, Lithotripsy, PACS
radiology, 64 slice CT scanner, IGRT using
Synergy-S system in radiation therapy equipments.
BI exploits cutting-edge medical
technology in its patient care and owns all the
advanced equipment such as a PET/CT scanner,
MRI, CT, Lithotripsy, PACS radiology, 64 slice
CT scanner, IGRT using Synergy-S system in
radiation therapy equipments.
 17
Õ’°∑—È߇ªìπ‚√ß欓∫“≈·Ààß·√°„π‡Õ‡™’¬∑’Ë¡’ BI is the first and only hospital in Asia to
°“√π”√–∫∫°“√®à“¬¬“‚¥¬Àÿàπ¬πμå¡“„™â ”À√—∫°“√ use Swisslog, a robotic pharmacy system to
®—¥¬“·∫∫ unit-dose ª√–®”«—π ”À√—∫ºŸâªÉ«¬„π supply unit-dose medication for its inpatients.
 18
§«“¡ —¡æ—π∏å¢ÕßÕߧå°√
Organizational Relationships
‚√ß欓∫“≈œ „À⧫“¡ ”§—≠‡√◊ËÕß Good
Corporate Governance ‚¥¬¬÷¥∂◊Õμ“¡‡°≥±å¢Õß
Good Governance ∑’Ë®—¥¢÷Èπ‚¥¬μ≈“¥À≈—°∑√—æ¬å
·Ààߪ√–‡∑»‰∑¬ §≥–°√√¡°“√∫√‘À“√‚√ß欓∫“≈
∑’ˇ√’¬°«à“ Board of Directors (BOD) ª√–°Õ∫¥â«¬
 ¡“™‘°®”π«π 3 ∑à“π∑’Ë¡“®“°ºŸâ∫√‘À“√√–¥—∫ Ÿß¢Õß
‚√ß欓∫“≈œ ·≈–Õ’° 9 ∑à“π∑’ˉ¡à‰¥â¡’ à«π‡°’ˬ«¢âÕß
°—∫ß“π∫√‘À“√‚√ß欓∫“≈œ ·≈–¬—ß¡’∫ÿ§§≈¿“¬πÕ°
∑’ˇªìπºŸâ·∑π®“°§≥–°√√¡°“√μ√«® Õ∫¿“¬πÕ°Õ’°
3 ∑à“π ∑”Àπâ“∑’ªË √–‡¡‘π§ÿ≥¿“æ∑—ßÈ ¿“¬„π·≈–¿“¬πÕ°
ºŸÕâ ”π«¬°“√¥â“π∫√‘À“√‡ªìπºŸ∑â ¡’Ë §’ «“¡√—∫º‘¥™Õ∫
 Ÿ ß  ÿ ¥ „π°“√∫√‘ À “√®— ¥ °“√‚√ß欓∫“≈ ‚¥¬¡’ ∑’ ¡
∫√‘ À “√∑—È ß ∑“ߥ⠓ π‚√ß欓∫“≈ ·≈–∑’ ¡ ∫√‘ À “√
∑“ß°“√·æ∑¬å™à«¬∫√‘À“√ß“π√à«¡°—π
‚√ß欓∫“≈œ ¡’°“√·∫àß°≈ÿࡺŸâ∫√‘À“√¥—ßπ’È
(1) ºŸâ∫√‘À“√√–¥—∫ Ÿßª√–°Õ∫¥â«¬ Executive Team
·≈– Administrative Team (2) ºŸâ ®— ¥ °“√ΩÉ “ ¬
ºŸ®â ¥— °“√·ºπ° ·≈–À—«Àπâ“Àπ૬ߓπ ‡√’¬°«à“ºŸ∫â √‘À“√
√–¥—∫°≈“ß √—∫º‘¥™Õ∫„πß“π¥â“πªØ‘∫—μ‘°“√ª√–®”«—π
√à«¡°—∫æπ—°ß“π„π “¬ß“π∑’Ëμπ‡Õß√—∫º‘¥™Õ∫ ‚¥¬¡’
§≥–°√√¡°“√‚√ß欓∫“≈œ ™à « ¬ª√– “πß“π„π
¿“√–ß“π∑’Ë ”§—≠Ê ¬°μ—«Õ¬à“߇™àπ §≥–°√√¡°“√
Staff Welfare ·≈–§≥–°√√¡°“√ Medical
Informatics ‚¥¬§≥–°√√¡°“√¡’°“√ª√–™ÿ¡Õ¬à“ß
πâÕ¬‡¥◊Õπ≈– 1 §√—Èß
√–∫∫°“√ ◊ÕË  “√∑—«Ë ∑—ßÈ Õߧå°√‰¥â· ¥ß‰«â¥ß— ¿“æ
BI realizes the importance of Good
Corporate Governance and is committed to
follow the Principles of Good Governance
Guidelines provided by the SET. The Board of
Directors (BOD) consists of 3 directors who are
hospital executives, 9 directors who are not in
management. In addition there are 3 independent
directors all of whom are members of the audit
committee whose responsibility is to oversee
internal and external audit functions.
The CEO is responsible for all of the
hospital operations and is assisted by senior
hospital and medical executives. At BI we
consider members of Executive Team and
Administrative Team to be senior leaders.
Department Managers, Unit Managers and
Supervisors are middle management and they
have responsibilities for day-to-day operation
of their staff. In addition there are 9 hospital
committees which help coordinate important
functions of the hospital such as medical informatics,
staff welfare. Typically these committees meet once
a month. The overall governance system and
leadership communication channels is shown in
the diagram.

BI Governance System
‚√ß欓∫“≈œ ºà“π°“√μ√«®ª√–‡¡‘π·≈–‰¥â
√—∫Õπÿ≠“μ„π°“√‡ªî¥∫√‘°“√®“°°Õߪ√–°Õ∫‚√§»‘≈ª–
°√–∑√«ß “∏“√≥ ÿ¢ ∑’Ë¡’°“√ª√–‡¡‘π¡“μ√∞“π∑’Ë
‡°’Ë ¬ «¢â Õ ß‡™à π ¡“μ√∞“π¥â “ 𧫓¡ª≈Õ¥¿— ¬ ¥â “ π
Õ“§“√ ∂“π∑’Ë ·≈–¡“μ√∞“π∑’ˇ°’ˬ«¢âÕß°—∫æπ—°ß“π
·≈–Õ“™’«Õπ“¡—¬ ‡ªìπμâπ πÕ°‡Àπ◊Õ®“°°“√ªØ‘∫—μ‘
μ“¡°ÆÀ¡“¬ °Æ√–‡∫’¬∫·≈–¢âÕ∫—ߧ—∫·≈â« ‚√ß欓∫“≈œ
¬—߇¢â“√à«¡°√–∫«π°“√√—∫√Õߧÿ≥¿“æμà“ßÊ Õ’°¡“°¡“¬
‡™àπ JCI, JCI specific disease certifications, HA,
ISO 15189 ‡ªìπμâπ
19
BI is licensed to operate by the Ministry
of Health and is subject to numerous regulations
dealing with safety, licensure, fair employment
practices, land use, and charitable agency
provisions. In addition to government regulatory
requirements, BI participates in numerous
accreditation programs, including JCI, JCI
specific disease certifications, HA, ISO 15189.
 20
μ—«Õ¬à“ߧ«“¡μâÕß°“√¢Õß≈Ÿ°§â“ ‰¥â·°à §ÿ≥¿“æ
°“√√— ° …“·≈–§«“¡ª≈Õ¥¿— ¬ °“√∫√‘ ° “√∑’Ë
°√–μ◊Õ√◊Õ√âπ·≈–‡Õ“„®„ à √“§“∑’Ë ¡‡Àμÿ ¡º≈ °“√
ßà“¬μàÕ°“√‡¢â“∂÷ß°“√√—°…“·≈–°“√∫√‘°“√ °“√ ◊ËÕ “√
Õ“§“√ ∂“π∑’Ë·≈– ‘ËßÕ”π«¬§«“¡ –¥«° ‡«≈“∑’Ë√Õ
°“√∫√‘°“√ ‡ªìπμâπ
‡æ◊Ë Õ ∫√√≈ÿ μ “¡«‘  — ¬ ∑— » πå ·≈–æ— π ∏°‘ ® ¢Õß
‚√ß欓∫“≈œ √«¡∑—Èß√—°…“§«“¡‡ªìπºŸâπ”„πμ≈“¥°“√
∫√‘ ° “√ ÿ ¢ ¿“æ∑—È ß „πª√–‡∑»‰∑¬ ·≈–„π‡Õ‡™’ ¬
‚√ß欓∫“≈œ √–∫ÿ§«“¡∑â“∑“¬·≈–§«“¡‰¥â‡ª√’¬∫
‡™‘ß∏ÿ√°‘® ‡™‘ߪؑ∫—μ‘°“√ ·≈–¥â“π∫√‘À“√∑√—欓°√
¡πÿ…¬åºà“π°√–∫«π°“√«“ß·ºπ¬ÿ∑∏»“ μ√å À√◊Õ∑’Ë
‡√’¬°¬àÕÊ «à“ BPP μ—«Õ¬à“߇™àπ
√—°…“§«“¡‡ªìπºŸâπ”μ≈“¥
æ—≤π“§ÿ≥¿“æ·≈–π«—μ°√√¡∑“ß°“√·æ∑¬å
·≈–∫√‘°“√Õ¬à“ßμàÕ‡π◊ËÕß
 √â“ߧ«“¡ºŸ°æ—π°—∫∫ÿ§≈“°√ ‚¥¬√—°…“
 — ¡ æ— π ∏¿“æ∑’Ë ¥’ °— ∫ ∫ÿ § ≈“°√∑“ß°“√·æ∑¬å ·≈–
∫ÿ§≈“°√‚√ß欓∫“≈
√—°…“¡“μ√∞“π°“√∫√‘°“√‡ªìπ‡≈‘»∑—Èß°“√
·æ∑¬å ·≈–°“√∫√‘°“√¥â«¬«‘∂’∫”√ÿß√“…Æ√å ‡ªìπμâπ
Examples of Customers and stakeholdersû
key requirements are high quality of care and
safety, attentiveness and courteous service, cost
effectiveness, access to care, communication,
facility and convenience and waiting time for
service and treatment, etc.
In order to maintain its leading position
in Thailand and Asia in the premium healthcare
sector, BI addresses key business, operational and
human resource strategic challenges and
advantages through the BPP. These challenges
include:
Maintaining our market leadership
position.
To continue pushing ahead through
constant improvement and innovation.
Building long-lasting relationships and
bonding with our medical staff and hospital staff.
The Bumrungrad Way service excel-
lence model.
 21
√–∫∫°“√ª√—∫ª√ÿߺ≈°“√¥”‡π‘πß“π
Performance Improvement System

ºŸâ∫√‘À“√√–¥—∫ Ÿß¡ÿàß¡—Ëπ„π°“√ª√—∫ª√ÿߺ≈°“√ Senior leaders continuously facilitate

¥”‡π‘πß“π¢ÕßÕߧå°√‚¥¬„™â°√–∫«π°“√μà“ßÊ ∑’Ë performance improvement using the BI Quality
∫Ÿ√≥“°“√‡ªìπÀπ÷Ë߇¥’¬« ¥—ß· ¥ß„π¿“æ System (BIQS) as shown in figure.

BI Quality System (BIQS)

22
°“√π”Õߧå°√
Leadership
√–∫∫°“√π”Õߧå°√¢Õß‚√ß欓∫“≈∫”√ÿß√“…Æ√å
BI Leadership System

ºŸâπ”√–¥—∫ Ÿß∂à“¬∑Õ¥æ—π∏°‘® «‘ —¬∑—»πå ·ºπ Senior leaders cascade VMG, short-term

¬ÿ∑∏»“ μ√å∑—Èß√–¬– —Èπ·≈–√–¬–¬“« Õ’°∑—Èߺ≈°“√
¥”‡π‘ π ß“π∑’Ë § “¥À«— ß ®“°√–¥— ∫ ºŸâ ∫ √‘ À “√√–¥— ∫  Ÿ ß
(Executive Team) ¡“¬—ߺŸâÕ”π«¬°“√ΩÉ“¬ √ÕߺŸâ
Õ”π«¬°“√ΩÉ “ ¬ (Administrative Team) §≥–
°√√¡°“√ºŸâ∫√‘À“√√–¥—∫ Ÿß æπ—°ß“π·≈–·æ∑¬å¥â«¬
°√–∫«π°“√ ◊ËÕ “√∑’ËÀ≈“°À≈“¬
and long-term goals, and performance
expectations from Executive Team down to
Administrative Team and MEC through to
hospital staff and physicians by using various
communication methods.
23
 24
‡æ◊ËÕ à߇ √‘¡«—≤π∏√√¡°“√‡√’¬π√Ÿâ¢ÕßÕߧå°√
ºŸâ π”√–¥— ∫  Ÿ ß „Àâ ° “√ π— ∫  πÿ π ‡√◊Ë Õ ß∑√— æ ¬“°√∫ÿ § §≈
·ºπ°“√æ— ≤ π“∫ÿ § ≈“°√∂◊ Õ ‡ªì π  à « πÀπ÷Ë ß ¢Õß·ºπ
¬ÿ∑∏»“ μ√å‚√ß欓∫“≈œ
‚√ß欓∫“≈œ ‡™◊ËÕ¡‚¬ß√–∫∫°“√ª∞¡π‘‡∑»
°“√Õ∫√¡¥â“π«‘™“™’æ·≈–°“√Õ∫√¡¿“§∫—ߧ—∫μà“ßÊ „Àâ
 Õ¥§≈âÕ߉ª°—∫‡√◊ËÕߧÿ≥¿“æ·≈–§«“¡ª≈Õ¥¿—¬ ´÷Ëß
∂◊Õ‡ªìπÀ—«„® ”§—≠„π°“√æ—≤π“Õߧå°√„Àâ∫√√≈ÿμ“¡
æ—π∏°‘®∑’Ë°”Àπ¥‰«â‚¥¬°“√æ—≤π“∫ÿ§≈“°√‰¥â¥”‡π‘π
°“√Õ¬à “ ßμà Õ ‡π◊Ë Õ ß„Àâ °— ∫ ∫ÿ § ≈“°√¢Õß‚√ß欓∫“≈œ
·≈–°“√»÷°…“μàÕ‡π◊ËÕߢÕß·æ∑¬å
To promote an organizational culture of
learning, senior leaders include human resources
planning and staff development as an integral
part of the hospital strategies. Apart from
various professional and job trainings, mandatory
trainings link to quality and safety which are
core to BIûs mission are provided for all hospital
staff and medial staff such as continuous
medical education (CME) programs.
 25
°“√ π—∫ πÿπ™ÿ¡™π∑’Ë ”§—≠
·≈–§«“¡√—∫º‘¥™Õ∫μàÕ —ߧ¡
Social Responsibility

‚√ß欓∫“≈œ „Àâ°“√ π—∫ πÿπ™ÿ¡™π‚¥¬°“√ BI supports and strengthens our key

®— ¥ °“√∫√‘ ° “√μ√«®√— ° …“ °“√ à ß ‡ √‘ ¡  ÿ ¢ ¿“æ„Àâ communities by providing treatment and/or
‡À¡“– ¡°—∫·μà≈–«‘∂’™’«‘μ¢Õß·μà≈–™ÿ¡™π ‚¥¬¡’ promoting health and healthy lifestyles as
°√–∫«π°“√§—¥‡≈◊Õ°™ÿ¡™πμ“¡μ“√“ß∑’Ë· ¥ß appropriate.
26
°“√«“ß·ºπ‡™‘ß°≈¬ÿ∑∏å
Strategic Planning
‚√ß欓∫“≈œ ¡’°√–∫«π°“√«“ß·ºπ°≈¬ÿ∑∏å
∑’ˇ√’¬°«à“ BPP ´÷Ëߪ√–°Õ∫¥â«¬ 12 ¢—ÈπμÕπ¥—ßπ’È (1)
¢—πÈ μÕπ°“√‡μ√’¬¡¢âÕ¡Ÿ≈ (2) °“√∑∫∑«π«‘ ¬— ∑—»πå æ—π∏-
°‘® ·≈–∑‘»∑“ßÕߧå°√ (3) °“√«‘‡§√“–À宥ÿ ·¢Áß ®ÿ¥ÕàÕπ
‚Õ°“  ·≈–Õÿª √√§ (4) °“√°”À𥧫“¡∑â“∑“¬
‡™‘ß°≈¬ÿ∑∏å (5) °“√°”Àπ¥·ºπ¬ÿ∑∏»“ μ√å√–¥—∫Õߧå°√
(6) °“√®—¥≈”¥—∫§«“¡ ”§—≠¢Õß·ºπ¬ÿ∑∏»“ μ√å (7)
°“√∂à “ ¬∑Õ¥·ºπ¬ÿ ∑ ∏»“ μ√å √ –¥— ∫ Õß§å ° √ Ÿà √ –¥— ∫
ªØ‘∫—μ‘°“√ (8) °“√°√–®“¬ß∫ª√–¡“≥ (9) °“√‡™◊ËÕ¡
‚¬ß°—∫ß∫ª√–¡“≥¥â“π∑√—欓°√∫ÿ§§≈ ·≈–·ºπ
§à“„™â®à“¬∑“ߥâ“πÕ◊ËπÊ (10) °“√‡ πÕ§≥–°√√¡°“√
∫√‘…∑— ‡æ◊ÕË Õπÿ¡μ— ‘ (11) °“√ ◊ÕË  “√·ºπ¬ÿ∑∏»“ μ√å ·≈–
(12) °“√μ‘¥μ“¡·≈–ª√–‡¡‘πº≈§«“¡ ”‡√Á®¢Õß·ºπ
¬ÿ∑∏»“ μ√å ‚¥¬‚√ß欓∫“≈œ °”Àπ¥·ºπ¬ÿ∑∏»“μ√å
√–¬– —Èπ§◊Õ 1 ªï ·≈–·ºπ√–¬–¬“«§◊Õ 3-5 ªï
BIûs strategic planning process is called
BPP; it consists of 12 steps as listed (1) Strategic
data and information preparation, (2) Hospital
direction and VMG review, (3) SWOT analysis,
(4) Key strategic challenges identification, (5) Develop
corporate strategic objectives, KPIs, action plans
and key responsible persons, (6) Prioritization,
(7) Strategic deployment to division and department
levels, (8) Resource allocation, (9) Human
resources and capital expenditure plan, (10) Board
approval, (11) Strategic communication and (12)
Strategic monitoring and evaluation process. The
short-term planning time horizon is 1 year. Long-
term planning horizon is 3-5 years.

°“√∂à“¬∑Õ¥·ºπ°≈¬ÿ∑∏å
Strategy Deployment
 ”À√—∫·μà≈–·ºπ¬ÿ∑∏»“ μ√å∑’Ë°”Àπ¥‰«â ®–
¡’°“√¡Õ∫À¡“¬ºŸâ∫√‘À“√√–¥—∫ ŸßÀπ÷ËßÀ√◊Õ¡“°°«à“π—Èπ
√—∫º‘¥™Õ∫„π°“√»÷°…“·≈–°”Àπ¥·ºπªØ‘∫μ— °‘ “√ √–¬–
‡«≈“¢Õß·ºπ ·≈–μ—«™’È«—¥√à«¡°—∫ºŸâ∫√‘À“√√–¥—∫ºŸâ
Õ”π«¬°“√ΩÉ“¬ √ÕߺŸâÕ”π«¬°“√ΩÉ“¬∑’ˇ°’ˬ«¢âÕß ‚¥¬
„™âÀ≈—°°“√¢Õß Balanced Scorecard
‚√ß欓∫“≈œ ¡’°“√°”Àπ¥ Dashboard ‡æ◊ËÕ
„™â„π°“√ ◊ËÕ “√§«“¡ ”‡√Á®¢Õß·ºπ·≈–μ—«™’È«—¥ ‚¥¬
„™â —≠≈—°…≥å ’ μ“¡¿“æª√–°Õ∫ °“√ª√–‡¡‘π‚¥¬„™â
Dashboard §√Õ∫§≈ÿ¡∑—Èß√–¥—∫Õߧå°√ ·≈–√–¥—∫
ªØ‘∫—μ‘°“√
27
For each goal in the BP, one or more E-
Team members are assigned as goal champions
and are responsible for developing corporate
action plans with members of the A-Team whose
responsibilities are related to that particular goal.
Champions and A-Team develop departmental
goals, action and KPIs by using Balanced
Scorecard concept.
Dashboards are used to demonstrate
KPIs target achievement at a glance by using
color code. They are used both at the corporate
and operational levels.
28
°“√¡ÿà߇πâπºŸâªÉ«¬ ≈Ÿ°§â“ ·≈–μ≈“¥
Focus on Patients, Other Customers and Market
‚√ß欓∫“≈œ ®”·π°°≈ÿ¡à ºŸ√â ∫— ∫√‘°“√ÕÕ°‡ªìπ
2 ·∫∫ §◊Õ
·∫∫∑’Ë 1 ®”·π°μ“¡‡™◊ÕÈ ™“μ‘¢ÕߺŸ¡â “„™â∫√‘°“√
·∫àßÕÕ°‡ªìπ 3 °≈ÿ࡬àÕ¬ ‰¥â·°à (1) §π‰∑¬ (2) ™“«
μà“ß™“μ‘∑æ’Ë °— „πª√–‡∑»‰∑¬ ·≈– (3) ™“«μà“ߪ√–‡∑»
·∫∫∑’Ë 2 ®”·π°μ“¡ª√–‡¿∑°“√∫√‘°“√ ·∫àß
ÕÕ°‡ªìπ 2 °≈ÿ࡬àÕ¬ §◊Õ (1) ·∫∫∫√‘°“√ºŸâªÉ«¬πÕ°
·≈– (2) ·∫∫∫√‘°“√ºŸâªÉ«¬„π
‚√ß欓∫“≈œ ¡’°√–∫«π°“√√—∫øíß ·≈–‡√’¬π
√Ÿâ‡ ’¬ß¢ÕߺŸâ√—∫∫√‘°“√¥â«¬«‘∏’°“√μà“ßÊ ¡“°¡“¬
°√–∫«π°“√√—∫øíß·≈–‡√’¬π√Ÿâ§«“¡μâÕß°“√
¢ÕߺŸâ√—∫∫√‘°“√ (μ“¡¿“æ) ‰¥â√—∫°“√ª√–‡¡‘πÕ¬à“ßμàÕ
‡π◊ËÕß‚¥¬∑’¡ À “¢“«‘™“™’æ Õ—πª√–°Õ∫¥â«¬ΩÉ“¬
≈Ÿ°§â“ —¡æ—π∏å ΩÉ“¬°“√μ≈“¥/æ—≤π“∏ÿ√°‘® ΩÉ“¬∫√‘À“√
ß“π§ÿ≥¿“æ ·≈–π”¢âÕ¡Ÿ≈¡“„™â‡ªìπªí®®—¬ªÑÕπ‡¢â“„Àâ
ºŸâ∫√‘À“√√–¥—∫ Ÿß„™â„π°“√∑”·ºπ¬ÿ∑∏»“ μ√åª√–®”ªï
BI segments its patients in different ways
but the key segments are (1) by market into
3 groups: Thai, resident expatriates, and
international patients, (2) by service type into 2
groups: outpatient (OPD) and inpatient (IPD).
BI uses various effective listening and
learning methods (LLM) to obtain the çvoice of
customeré (VOC).
The LLM are evaluated on an ongoing
basis by our Customer Service, Hospital Mar-
keting/Business Development, and TQM and an-
nually in the BPP by Senior Leaders.

°“√ √â“ߧ«“¡ —¡æ—π∏å°—∫≈Ÿ°§â“
Customer Relationships and Satisfaction
‚√ß欓∫“≈œ „™â¢âÕ¡Ÿ≈‡°’ˬ«°—∫§«“¡§‘¥‡ÀÁπ
¢Õß≈Ÿ°§â“ §«“¡μâÕß°“√¢Õß≈Ÿ°§â“ ·π«‚πâ¡¢Õßμ≈“¥
·≈–Õÿμ “À°√√¡ ·≈–Õ◊ËπÊ ¡“„™â„π°“√ √â“ߧ«“¡
 —¡æ—π∏å°—∫≈Ÿ°§â“
‚√ß欓∫“≈œ ¡’ √ –∫∫√«∫√«¡·≈–°“√
√“¬ß“π¢âÕ¡Ÿ≈∑—Èߧ«“¡æ÷ßæÕ„® §«“¡‰¡àæ÷ßæÕ„® ·≈–
§«“¡®ß√—°¿—°¥’¢ÕߺŸâªÉ«¬·≈–≈Ÿ°§â“‡ªìπª√–®” „Àâ°—∫
ºŸâ∫√‘À“√ √–¥—∫ Ÿß ºŸâÕ”π«¬°“√ΩÉ“¬ ºŸâ®—¥°“√ΩÉ“¬
ºŸ®â ¥— °“√·ºπ° ‡æ◊ÕË „™â„π°“√∑∫∑«πº≈°“√¥”‡π‘πß“π
·≈–«“ß·ºπ„π°“√ª√—∫ª√ÿß‚¥¬„™â°√–∫«π°“√ PDCA
29
To keep relationship building and
customer access methods current, BI continues
using information from customer feedback,
customer requirements, industry and market
trend, etc.
BI collects and analyzes all the data and
results on customer satisfaction, dissatisfaction
and loyalty are regularly reported to Executive
team, Administrative team, Management team,
divisions, department and units for their review
and improvement through PDCA process.

°√–∫«π°“√®—¥°“√¢âÕ√âÕ߇√’¬π¢ÕߺŸâ√—∫∫√‘°“√
Complaint Management Process
30
°“√«—¥ °“√«‘‡§√“–Àå ·≈–°“√®—¥°“√§«“¡√Ÿâ
Measurement, Analysis,
and Knowledge Management
μ—«™’È«—¥¢Õß‚√ß欓∫“≈∫”√ÿß√“…Æ√å ∑—Èßμ—«™’È
«—¥º≈°“√¥”‡π‘π°“√√–¬– —Èπ √–¬–¬“« μ“¡∑’Ë√–∫ÿ„π
«—μ∂ÿª√– ß§å‡™‘ß°≈¬ÿ∑∏å ¢âÕ¡Ÿ≈μ—«™’È«—¥¡’°“√μ‘¥μ“¡
‡ªìπ√“¬«—π √“¬‡¥◊Õπ √“¬‰μ√¡“  √“¬ªï μ“¡§«“¡
‡À¡“– ¡¢Õßμ—«™’È«—¥·μà≈–μ—« º≈®“°°“√μ‘¥μ“¡μ—«™’È
«—¥π”¡“„™â„π°“√μ—¥ ‘π„®‡™‘ß°≈¬ÿ∑∏å ·≈–°“√æ—≤π“
π«—μ°√√¡ ”À√—∫ß“π∑ÿ°√–¥—∫
º≈°“√¥”‡π‘ π ß“π∑—È ß À¡¥®–∂Ÿ ° μ‘ ¥ μ“¡
«‘‡§√“–Àå ·≈–‡ª√’¬∫‡∑’¬∫°—∫‡ªÑ“À¡“¬ º≈§«“¡
 ”‡√Á®¢Õßμ—«™’È«—¥‡∑’¬∫μ“¡‡ªÑ“À¡“¬®–π”¡“√“¬ß“π
„π Operation Review ∑ÿ°‰μ√¡“  review.
BIûs key performance indicators includ-
ing key short-term and long-term financial mea-
sures are identified in strategic objectives. These
data are tracked daily, weekly, monthly, quar-
terly or annually as appropriate and are used to
support decision making and innovation at all
levels.
All performance outcomes are tracked,
analyzed and compared with targets. These
results are reported in the quarterly operation
 31
√–∫∫°“√μ‘¥μ“¡ ª√–‡¡‘πº≈ °“√¥”‡π‘πß“π¢ÕßÕߧå°√
Organizational Performance Measurement System (OPMS)

Business Planning Process

Strategic Operational Financial & Quality, Patient Human

Goals, Action CAPEX Plan Safety Plan Resource Plan

Determine key Determine Key Financial Determine Key Determine HR &

Prior year strategic performance evaluation including quality and patient safety evaluation as an input

performance Indicators and CAPEX Quality and Patient Training

indicators and issues reflect operational Safety Projects, Indicators and
assign owner, budget and assign Indicators and assign owner
supporter department owner assign owner
into business planning process and as a measure of achievement VMG

Determine who reviews Determine who reviews Determine who reviews Determine who
and frequency and frequency and frequency reviews and frequency
(By SIM) (By Financial Analyst) (By TQM) (By HR & Training)

Align, Collect and Integrate Action Plans, Key Performance

Indicators /
Compare with Target / Budget

Strategic goals, Financial Quality and Patient HR and Training

action plans and KPI Performance Safety Indicators Indicators Review
review Review Review

No No
Target
Met?

Revise or Quality and Patient HR and

Improvement the Safety Process Training Process
strategic action plans Yes Design and Improvement
and KPIs Improvement

Report in Strategic Report in Hospital Report in HR and

scorecard & A2 Quality and Patient Training
report Safety Report Performance Reports

Daily, Weekly, Monthly, Quarterly KPIs, Monthly, Quarterly KPIs, Financial Report (A2),
Financial Report (A2), HR and QPS Indicator HR, QPS Indicators Report and Communication
Report and Communication
 32
°“√®—¥°“√ “√ π‡∑» ‡∑§‚π‚≈¬’ “√ π‡∑» ·≈–§«“¡√Ÿâ
Management of Information, Information Technology,
and Knowledge

√–∫∫ Microsoft Amalga HIS


‚√ß欓∫“≈œ °”Àπ¥·ºπ°“√®— ¥ °“√
 “√ π‡∑» ‡∑§‚π‚≈¬’ “√ π‡∑» ·≈–°“√®—¥°“√
§«“¡√ŸâÕ¬à“ߧ√Õ∫§≈ÿ¡ ª√–°Õ∫¥â«¬π‚¬∫“¬ ¢—Èπ
μÕπ°“√ªØ‘∫μ— ß‘ “π ∑’‡Ë °’¬Ë «¢âÕß°—∫§«“¡πà“‡™◊ÕË ∂◊Õ §«“¡
ª≈Õ¥¿—¬¢ÕߢâÕ¡Ÿ≈ √Ÿª·∫∫¡“μ√∞“π¢ÕߢâÕ¡Ÿ≈ °“√
‡¢â“∂÷߇«™√–‡∫’¬πºŸâªÉ«¬ °“√Ωñ°Õ∫√¡‡√◊ËÕß°“√®—¥°“√
¢âÕ¡Ÿ≈·≈– “√ π‡∑»
‚√ß欓∫“≈œ ‰¥â√—∫√“ß«—≈ AMDIS Award
Winner „πªï 2551 √“ß«—≈π’ȇªìπ°“√¬°¬àÕߧ«“¡‡ªìπ
‡≈‘ » ·≈–§«“¡ ”‡√Á ® ∑’Ë ‚ ¥¥‡¥à π ¥â “ π “√ π‡∑»
∑“ß°“√·æ∑¬å ·≈–‡ªìπ‚√ß欓∫“≈‡æ’¬ß·Àà߇¥’¬«
πÕ° À√—∞Õ‡¡√‘°“∑’ˉ¥â√—∫√“ß«—≈π’È
√“ß«—≈π’È¡Õ∫‚¥¬ ¡“§¡ºŸâÕ”π«¬°“√¥â“π°“√
·æ∑¬å√–∫∫ “√ π‡∑»´÷Ë߇ªìπÕߧ尓√‰¡à· «ß°”‰√∑’Ë
‡ªìπμ—«·∑π¢Õß·æ∑¬å™π—È π”°«à“ 1,800 §π ∑’ Ë π„® ·≈–
√—∫º‘¥™Õ∫¥â“π‡∑§‚π‚≈¬’¢Õß·μà≈–Õߧå°√
33
BI uses a comprehensive information
management master plan. It consists of policies
and procedures dealing with data security,
confidentiality and integrity, uniform data
definitions, medical record entry, and information
management training.
In 2008, BI is awarded to be the 2008
AMDIS Award Winner for a successful medical
information systems/technology application. This
award is presented by the Association of
Medical Directors of Information Systems, a non
profit organization representing over 1,800
physician leaders who have a high level of
interest in and are responsible for information
technology in their organization.
 34
°“√®—¥°“√§«“¡√Ÿâ
Knowledge Management
‚√ß欓∫“≈œ ¡’°“√·∫àß·¬°°≈ÿà¡¢Õß°“√
®—¥°“√§«“¡√ŸâÕÕ°‡ªì𧫓¡√Ÿâ√–¥—∫Õߧå°√ ·≈–§«“¡
√Ÿ¢â Õß∫ÿ§§≈ ∑—ßÈ ∑’‡Ë ªìπ√Ÿª·∫∫‡Õ° “√™—¥‡®π ·≈–§«“¡
√Ÿâ®“°ª√– ∫°“√≥åÀ√◊ÕºŸâ‡™’ˬ«™“≠
°“√®—¥°“√§«“¡√Ÿâ∑’ˇªìπ‡Õ° “√ À≈—°∞“π
™— ¥ ‡®π ‚√ß欓∫“≈œ ¡’ ° “√ π— ∫  πÿ π ‚¥¬√–∫∫
Microsoft Amalga HIS √–∫∫∑’Ë°≈à“«π—Èπ∑”Àπâ“∑’Ë
‡ªìπ»Ÿπ¬å°≈“ß∑’æË π—°ß“π “¡“√∂‡°Á∫·≈–·∫àߪí𧫓¡√Ÿâ
ºŸâ∫√‘À“√∑ÿ°√–¥—∫„π‚√ß欓∫“≈œ ¡’°“√‡°Á∫√«∫√«¡
·≈–°“√·≈°‡ª≈’Ë ¬ 𧫓¡√Ÿâ Õ ¬à “ ßμà Õ ‡π◊Ë Õ ßºà “ π
Knowledge Repository æπ—°ß“π “¡“√∂‡¢â“∂÷ß
§«“¡√Ÿâπ—Èπ‰¥â∑—π∑’
° √ – ∫ « π ° “ √ · ≈ ° ‡ ª ≈’Ë ¬ π § « “ ¡ √Ÿâ ¢ Õ ß
‚√ß欓∫“≈œ ¥”‡π‘π°“√Õ¬à“ß°«â“ߢ«“ߺà“π°“√Ωñ°
Õ∫√¡·≈–°“√‡√’ ¬ π√Ÿâ Õ ¬à “ ßμà Õ ‡π◊Ë Õ ß §«“¡√Ÿâ ¢ Õß
æπ—°ß“π∂◊Õ‡ªìπÀ—«„® ·≈– ‘Ëß ”§—≠∑“ß‚√ß欓∫“≈œ
¡’°“√®—¥∑”√–∫∫‡Õ° “√ÕÕπ‰≈πå ´÷Ë߇ªìπ√–∫∫∑’Ë
‚√ß欓∫“≈œ π”π‚¬∫“¬·≈–¢—ÈπμÕπ°“√ªØ‘∫—μ‘ß“π
‡Õ° “√Õ◊πË Ê ∑’‡Ë °’¬Ë «¢âÕ߇™àπ √–∫∫¢âÕ¡Ÿ≈¥â“π‡¿ —™°√√¡
¢âÕ¡Ÿ≈ Clinical Practice Guidelines ¡“μ√∞“π°“√
√— ∫ √Õߧÿ ≥ ¿“æ‚√ß欓∫“≈ °“√‡√’ ¬ πºà “ π√–∫∫
Õ‘‡≈Á°∑√Õπ‘° åœ≈œ
‚¥¬√–∫∫π’Èπ”¢âÕ¡Ÿ≈∑’Ë°≈à“«¢â“ßμâπ¡“«“߉«â
„π∑’Ë ‡ ¥’ ¬ «°— π ‡æ◊Ë Õ „Àâ æ π— ° ß“π “¡“√∂‡¢â “ ∂÷ ß ‰¥â ∑— π ∑’
πÕ°®“°π’Èæπ—°ß“π¬—ß„™âª√–‚¬™π宓°√–∫∫„π°“√
·≈°‡ª≈’Ë ¬ 𧫓¡√Ÿâ ∑’Ë æ «°‡¢“μâ Õ ß°“√¡’  à « π√à « ¡„π
‚√ß欓∫“≈œ ºà“π°√–¥“π ◊ËÕ “√ ∑’ˇ√’¬°«à“ Hospital
Bulletin Board
BI categorizes organizational and
personal knowledge into explicit and tacit
knowledge. Management of explicit knowledge
is supported mainly by Microsoft Amalga HIS.
It also functions as a knowledge
repository where staff can collect and share their
knowledge. Collection and transfer of workforce
knowledge is performed by all levels of leadership
so that staffûs working knowledge is always up
to date. Transfer of knowledge at BI is achieved
through extensive training and continuous
learning. Important workforce knowledge is
organized systematically in the online document
system, where all hospital policies and procedures
are accessible. Other important knowledge
contents which can be found in the online document
system include pharmacy information, clinical
practice guidelines, hospital accreditation standards,
electronic learning, etc. Staff can also place the
knowledge they want to share in the hospital
Bulletin Board.
 35

Organizational Knowledge Flow

°√–∫«π°“√®—¥°“√§«“¡√Ÿâ¿“æ√«¡√–¥—∫Õߧå°√
36
°“√¡ÿà߇πâπ∫ÿ§≈“°√
Workforce Focus
ºŸâπ”√–¥—∫ Ÿß¡’∫∑∫“∑·≈–§«“¡√—∫º‘¥™Õ∫
 ”§—≠„π°“√º≈—°¥—π„À⇰‘¥«—≤π∏√√¡Õߧå°√∑’Ë¡’º≈
°“√¥”‡π‘πß“π∑’Ë¡’ª√– ‘∑∏‘¿“æ Ÿß ‡®μπ“√¡≥åπ’È∂Ÿ°
∂à“¬∑Õ¥®“°ºŸâ∫√‘À“√∑ÿ°§π Ÿàæπ—°ß“π∑ÿ°√–¥—∫
§«“¡√à«¡¡◊Õ ª√– ‘∑∏‘¿“æ°“√ ◊ËÕ “√·≈–
°“√·≈°‡ª≈’ˬπ∑—°…–√–À«à“ß°“√ªØ‘∫—μ‘ß“π√à«¡°—π
¢Õßæπ—°ß“π∑—ßÈ ¿“¬„πÀπ૬ߓπ·≈–√–À«à“ßÀπ૬ߓπ
‰¥â√— ∫ °“√‡πâ π Õ¬à “ ß ¡Ë” ‡ ¡Õ‚¥¬ºŸâ π”√–¥— ∫  Ÿ ß ºà “ π
À≈“¬™àÕß∑“ß ºŸâπ”„π∑ÿ°√–¥—∫¡’§«“¡√—∫º‘¥™Õ∫„π
°“√∂à“¬∑Õ¥¢âÕ¡Ÿ≈≈ß¡“„Àâæπ—°ß“π∑ÿ°§π„πΩÉ“¬ß“π
∑’Ëμπ‡Õß√—∫º‘¥™Õ∫
‚√ß欓∫“≈œ ¡’°“√°”À𥫑∏’°“√∑—Èß∑’ˇªìπ
∑“ß°“√·≈–‰¡à‡ªìπ∑“ß°“√‡æ◊ËÕ‡°Á∫‡°’ˬ«§«“¡√Ÿâ®“°
æπ—°ß“π  √â“ß√–∫∫°√–μÿâπ„À⇰‘¥π«—μ°√√¡¢÷Èπ„π
∫√√¬“°“»°“√∑”ß“π «‘∏’ªØ‘∫—μ‘∑’Ë¥’∑’Ë ÿ¥‰¥â√—∫°“√
¬Õ¡√— ∫ ·≈–¥”‡π‘ π °“√∂à “ ¬∑Õ¥‰ª¬— ß Àπà « ¬ß“π∑’Ë
‡°’ˬ«¢âÕß∑—ÈßÀ¡¥„π‚√ß欓∫“≈œ
‚√ß欓∫“≈œ ¡’√–∫∫°“√√—∫§«“¡§‘¥‡ÀÁπ
®“°æπ—°ß“π√«¡∑—Èß Staff Innovation Program ´÷Ëß
π«—μ°√√¡∑’‡Ë  πÕ¡“·≈⫉¥â√∫— °“√§—¥‡≈◊Õ°‰ªªØ‘∫μ— ‘ ®–
¡’°“√¡Õ∫√“ß«—≈ ‡ªìπ°“√ – ¡·μâ¡
„π°“√∑’Ë‚√ß欓∫“≈œ ®–∫√√≈ÿμ“¡æ—π∏°‘®∑’Ë
«à“°“√∫√‘°“√√—°…“欓∫“≈¥â«¬¡“μ√∞“π√–¥—∫‚≈°
°“√Ωñ°Õ∫√¡·≈–æ—≤π“∫ÿ§≈“°√‡ªìπ‡√◊ËÕß∑’ËÕߧå°√
 π—∫ πÿπ ·≈–¥”‡π‘π°“√Õ¬à“߇μÁ¡∑’Ë
Fostering an organizational culture con-
ducive to high performance and motivated
workforce is the responsibility of senior leaders.
This intention has to be convincingly conveyed
to the whole workforce through all level of
leaderships.
Cooperation, effective communication
and skill sharing of workforce within and across
units are regularly emphasized and communi-
cated by senior leaders using various channels.
Leaders at all levels are responsible for cascad-
ing information down to all staff members.
BI has set formal and informal methods
of soliciting and collecting diverse ideas and
thinking from our workforce. Innovation in work
environment are encouraged and rewarded. Best
practices are recognized and implemented to
all relevant units in the hospital BI has set
formal and informal methods of soliciting and
collecting diverse ideas and thinking from our
workforce.
Staff suggestion system was created to
receive comments and suggestions for hospital
improvement initiative. çStaff Innovation Programé
rewards innovative implementable ideas with
cash and points which can be accumulated for
prizes.
In line with its mission to provide world-
class healthcare, BI invests heavily in staff
training and development.
37
 38
·ºπ°“√Ωñ°Õ∫√¡ª√–®”ªï
Training Year Plan

‚√ß欓∫“≈œ μ√–Àπ—°∂÷ߧ«“¡ ”§—≠¢Õß Bumrungrad realizes the importance of

°“√¥Ÿ · ≈ ÿ ¢ ¿“ææπ— ° ß“π ‚¥¬¡’ ° “√®— ¥ °“√μ√«®
 ÿ ¢ ¿“ææπ— ° ß“π∑ÿ ° ªï ·≈–¡’ ° “√∑”·ºπ°“√ à ß
‡ √‘¡ ÿ¢¿“ææπ—°ß“π ‚¥¬¡’°“√®—¥μ—Èߧ≈‘π‘° ÿ¢¿“æ
æπ—°ß“π‡æ◊ËÕ„Àâ°“√√—°…“欓∫“≈ ”À√—∫æπ—°ß“π∑’Ë
‡®Á∫ªÉ«¬À√◊Õ‰¥â√—∫∫“¥‡®Á∫„π¢≥–ªØ‘∫—μ‘ß“π
staff health care services. The hospital provides
annual staff check-ups and a staff health
promotion plan. BI has Employee Health Clinic
to provide medical treatment for staff either from
sickness or on the job injury.

πÕ°®“°π’È ‚ √ß欓∫“≈œ ¡’ § ≥–°√√¡°“√
¥â“π ‘Ëß·«¥≈âÕ¡·≈–§«“¡ª≈Õ¥¿—¬‡æ◊ËÕ ”√«® ¿“æ
·«¥≈âÕ¡°“√∑”ß“π‡æ◊ËÕ„Àâ¡—Ëπ„®«à“¡’ ∂“π∑’Ë∑”ß“π∑’Ë
ª≈Õ¥¿—¬ ”À√—∫∑ÿ°§π ¡’°“√®—¥°“√‚ª√·°√¡°“√
»÷°…“·≈–°“√Ωñ°ªØ‘∫—μ‘¥â“π ‘Ëß·«¥≈âÕ¡„π°“√∑”ß“π
·≈–§«“¡ª≈Õ¥¿—¬„Àâæπ—°ß“π
39
Moreover, the hospital cooperates with
the Facility Management and Safety Committee
to survey its work environment to ensure that it
is a safe workplace for all staff. The extensive
workforce safety education program provides
staff with the skill they need to ensure the safety
workplace.
 40
°“√®—¥°“√°√–∫«π°“√
Process Management
°√–∫«π°“√∑”ß“π¢Õß‚√ß欓∫“≈œ ∂Ÿ °
ÕÕ°·∫∫‡æ◊ËÕ π—∫ πÿπ°“√¥Ÿ·≈√—°…“欓∫“≈¥â“π
 ÿ¢¿“æ à«πºŸâªÉ«¬πÕ°·≈–ºŸâªÉ«¬„π °√–∫«π°“√À≈—°
‰¥â√—∫°“√ÕÕ°·∫∫¢÷Èπ‡æ◊ËÕ„À⇰‘¥§«“¡μàÕ‡π◊ËÕߢÕß
°“√¥Ÿ·≈ºŸâªÉ«¬·≈–§√Õ∫§√—«μ—Èß·μà‡¢â“¡“√—∫∫√‘°“√®π
°√–∑—Ë ß ÕÕ°®“°‚√ß欓∫“≈œ  à « π°√–∫«π°“√
 π—∫ πÿπ∑’ Ë ”§—≠ ‡™àπ √–∫∫∫√‘À“√¥â“π°“√‡ß‘π √–∫∫
∫√‘À“√∑√—欓°√∫ÿ§§≈ √–∫∫°“√∫√‘À“√ß“π§ÿ≥¿“æ
∂Ÿ°ÕÕ°·∫∫¢÷Èπ‡æ◊ËÕ π— ∫ πÿπ°√–∫«π°“√À≈—°¢Õß
‚√ß欓∫“≈œ „À⇰‘¥ª√– ‘∑∏‘¿“æ·≈–ª√– ‘∑∏‘º≈„π
°“√∫√‘°“√ºŸâªÉ«¬ ‚¥¬∑ÿ°°√–∫«π°“√¡’°“√∫Ÿ√≥“°“√
‡¢â“¥â«¬°—π
BIûs work systems support the delivery
of healthcare both in the outpatient and inpatient
departments. Key healthcare processes are
designed to provide continuity of care from
patientûs entry until discharge. Key business and
support processes such as financial management,
HR management, and quality system are built
around key healthcare processes to create
effectiveness and efficiency of care delivery.
These processes are integrated.
41
 42
°“√ª√— ∫ ª√ÿ ß §ÿ ≥ ¿“æ·≈–∫∑‡√’ ¬ π∑’Ë ‡ √’ ¬ π√Ÿâ
√à « ¡°— ∫ Àπà « ¬ß“πμà “ ßÊ „π‚√ß欓∫“≈œ ∑”ºà “ π
À≈“¬™àÕß∑“ß ‡™àπ ß“π𔇠πÕ„π√–¥—∫ºŸπâ ”Õߧå°√ °“√
ª√–™ÿ¡√“¬‡¥◊Õπ °“√‡¬’ˬ¡ ”√«®Àπ૬ߓπ À√◊Õ
∫Õ√奠◊ÕË  “√¢Õßæπ—°ß“π √–∫∫‡Õ° “√ÕÕπ‰≈πå ß“π
¡À°√√¡§ÿ≥¿“æª√–®”ªï ´÷Ëß°≈‰°μà“ßÊ ∑’Ë°≈à“«¡“
‡ªìπ°≈‰° ”À√—∫°“√®—¥°“√°“√‡√’¬π√Ÿâ¢ÕßÕߧå°√
Improvements and lessons learned are
shared with other organizational units through
several mechanisms such as presentations at
leaderships, monthly meeting, grand round, the
employee board, the bulletin board, the online
document system, CQI working group, and an
annual QI conference are mechanisms for
organizational learning.
43
44
º≈≈—æ∏å
Results
Healthcare Outcomes
1. Inpatient Mortality
2. Pediatric Heart Surgery Mortality
3. Neonatal Mortality
4. Unplanned Surgical Transfer to Higher Level of Care
5. Unplanned Return to Operating Room
6. Nosocomial Infection Rate
7. Surgical Site Infection Rate
8. Medication Errors reach to Patient in IPD & OPD
9. Inpatient Falls

Customer-Focused Outcomes
1. Customer Satisfaction
2. Customer Dissatisfaction
3. Customer Complaint Rate
4. Customer Loyalty

Financial and Market Outcomes

1. Patient Volume
2. Hospital Revenue
3. EBITDA Growth
4. ROA
5. Total Asset Turnover
6. Interest Coverage Ratio
7. EPS
8. Share Price Performance
9. Market Share
10. Dividend Paid per Share
 45
Workforce-Focused Outcomes
1. Employee Engagement
2. Employee Turnover Rate
3. Career Ladder
4. % Attendance in Orientation Program
5. % Management Training
6. Number of Staff passed ACLS and PAL Training Program
7. Number of Staff involved in CQI Projects
8. Needle Stick Injuries Rate

Process Effectiveness Outcomes

1. Effectiveness of Infection Control System
2. Hand Hygiene Compliance
3. Door to CT Result
4. Compliance with Fire Safety Management
5. Information System Unscheduled Down Time
6. Information System Response Time
7. Waiting Time for Payment in OPD
8. Turn Around Time of Radiology Result
9. Completeness of Plant Operations Work Order
10. Fill Rate of Medical Supply
11. Number of CQI Implemented

Leadership Outcomes
1. Key Quality and Award Accomplishments
2. % Goal Achievement
3. % of KPIs Achievement
4. Board Certified Doctors
5. Good Governance
6. Financial Performance Audit Result
7. Regulatory and Legal Compliance
8. Licensure Compliance
9. Community Knowledge Sharing
 46
√“ß«—≈·≈–§«“¡¿Ÿ¡‘„®
Awards and Recognitions
1999 - 1st Hospital in Thailand certified with ISO 9002:1994
1999 - 1st Hospital in Thailand accredited by Hospital Accreditation Thailand (HA)
2000 - 1st Hospital in Thailand certified with ISO 9000: 2000
2001 - 1st Hospital in Thailand re-accredited by HA
2002 - 1st Hospital in Asia accredited by Joint Commission International (JCI)
1999 - Hospital Management Asia (HMA) Award in Quality Management
2005 - 1st Hospital in Thailand re-accredited by Joint Commission International (JCI)
2006 - 1st Hospital in South East Asia certified by JCI Disease Specific Care for Acute Stroke and
1999 - STEMI (ST-elevated myocardial infarction)
2007 - 1st Private Hospital in Thailand certified with ISO 15189:2003 for All Laboratory Services
 47

2008 - Reaccredited by HA and JCI

1999 - AMDIS Award, recognizing excellence and outstanding achievement in applied medical
informatics. It is the only hospital outside the US.
1999 - Bumrungrad International first hospital to win TAT (Thailand Tourism Award) of Excellence
in Medical Tourism
1999 - 1ST Thailandûs Most Innovative Company award
1999 - Best Website for International Medical Travel award
1999 - Best Managed Company and Executive in Thailand
1999 - Thailand Quality Class Recognition Award
48
∫√√¬“°“»„πß“πæ‘∏’¡Õ∫√“ß«—≈§ÿ≥¿“æ·Ààß™“μ‘
ª√–®”ªï 2551
 49
Bumrungrad TQA Working Team

TQA TOGETHER
ACHIEVE TOGETHER