The first digital employee cluster platform in the domestic medical industry! Ruijin Hospital's Financial Digital Employee Competency Center is launched
2024-08-11
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The first financial robot in a public hospital nationwide, “Rui Cai Xiao Zhi”, has been upgraded from a financial robot to a digital employee 3.0, covering more than 20 high-demand business scenarios, adding digital capabilities to the professionalization, modeling, and branding of hospital financial management, and contributing to the overall quality and efficiency of hospital operations. Recently, the Digital Employee Competence Center of Ruijin Hospital was officially launched and put into use.
It is reported that Ruijin Hospital is the first medical institution in China to apply financial robots, digital employees, and conduct cluster and platform management. Traditional financial robots mainly use robotic process automation (RPA) technology to enable system programs to simulate human operations in digital devices such as computers, assisting employees to complete a large number of repetitive, rule-based and time-consuming tasks, thereby realizing business process automation. Digital employees, on the other hand, integrate the latest technologies such as AI big models, rule engines, and intelligent data analysis on the basis of financial robots to simulate and enhance the interactive process of human-machine collaboration and perform various standardized and highly repetitive tasks. Compared with financial robots, digital employees have more significant employee attribute characteristics and collaborative automation advantages.
In terms of cluster application and platform management of digital employees, Ruijin Hospital has formulated a digital employee construction implementation plan, established a full life cycle management system for digital employees, and other measures. On the basis of fully complying with the hospital's high standards of compliance with network security and information security, it has innovatively adopted the "digital robot + instant interaction (IM) + artificial intelligence (AI) + rule engine + big model" model to iteratively upgrade the digital employee cluster management, and realize a good application ecology from single-point financial robots to "chain" digital employees.
In August this year, after the newly launched Digital Employee Capability Center of Ruijin Hospital was put into use, it showed obvious advantages in human-machine collaboration, business management, operation analysis, compliance and risk control.
On the one hand, resources are used intensively. The Digital Employee Capability Center can realize centralized scheduling and optimal allocation of digital employee resources, while taking into account flexible and dynamic allocation of resources, ensuring the efficiency and benefits of resource utilization to the greatest extent.
The second is the convenience of human-computer interaction. Under the guarantee of data security and network security, authorized business personnel can manage and call digital employees through the enterprise WeChat PC or mobile terminal anytime and anywhere, and efficiently realize "human-computer collaboration".
The third is to maximize work efficiency: the launch of the Digital Employee Capability Center provides employees with an intelligent assistant that can take over high-frequency and tedious transactional work. Its ability to efficiently process and analyze huge data and information flows around the clock improves work efficiency, allowing employees to take time out from routine and regular transactional work to do more high-value work, greatly improving overall labor efficiency.
Fourth, intelligent decision support: digital employees provide more accurate and efficient data support for hospital operation and management decisions through intelligent analysis and data mining. This intelligent decision support can quickly provide and display visual information, making the decision-making process more intuitive and efficient.
Fifth, risk control is digitized. In the field of hospital operation compliance and risk management, digital employees can provide 24-hour auxiliary control and early warning for key links of hospital risk control, such as bill compliance, discharge cost compliance, budget execution and other key business nodes. This not only greatly improves the compliance of hospital operations, but also significantly reduces potential risks through full-time and full-volume proactive audits.
Sixth, standardization of management processes: The implementation of digital employees not only improves labor efficiency, but also improves the management of business processes in a structured and standardized manner. The implementation of digital employee scenarios has promoted the standardization of the overall financial workflow of the hospital, further achieved business optimization, innovation and progress, and continuously improved financial management.
The establishment of the Digital Employee Competence Center of Ruijin Hospital was not achieved overnight. Instead, it was centered on application scenarios and involved technical advancement and iteration, digital architecture evolution, and management model transformation based on the simple application of RPA technology. Ruijin Hospital has gone from initially solving pain points point-to-point to connecting multiple links of business processes in a chain-like manner, and then to full coverage of major work areas, and finally realized the construction of a digital employee platform, making it the basic digital capability of Ruijin Hospital's financial work. The Digital Employee Competence Center not only improves the efficiency and quality of the hospital's financial work, but also lays a solid foundation for the hospital's digital transformation and high-quality development.
Li Xuehui, director of the Finance Department of Ruijin Hospital, said that the Finance Department of Ruijin Hospital will take the launch of the Digital Employee Capability Center as a new starting point, continue to accumulate new momentum and new technologies, constantly explore the innovation of new quality productivity in the hospital's smart financial management system, and accelerate the development and application of new quality productivity in the medical industry and financial management field, so as to better empower the high-quality development of public hospitals with new quality productivity.
Author: Tang Weijie
Text: Tang Weijie Photo: Data photo Editor: Shang Hui Responsible editor: Rong Bing
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