초록 ▼

원자력의학종합정보시스템의 고도화를 통해 법제도ㆍ규정변경에 따른 정보시스템 변경으로 자동차보험 EDI 청구시스템 구축, 토요진료시행에 따른 전산화 지원, 진료성과급 제도 변경에 따른 시스템 구축으로 추진하였고 내ㆍ외부 시스템과의 정보 연계 지원으로 휴직계획서를 전자결재시스템과 연동하고 타과에서도 내시경 예약이 가능하도록 확대 구축하였다. 수익 증대와 의료질 향상 및 지원 사업 관련 개선으로 국제진료환자의 검진센터 진료를 위한 프로그램 지원과 환자의 치료활동을 표준화시키는 Critical Pathway(표준진료지침)와 중환자실적정성 평

원자력의학종합정보시스템의 고도화를 통해 법제도ㆍ규정변경에 따른 정보시스템 변경으로 자동차보험 EDI 청구시스템 구축, 토요진료시행에 따른 전산화 지원, 진료성과급 제도 변경에 따른 시스템 구축으로 추진하였고 내ㆍ외부 시스템과의 정보 연계 지원으로 휴직계획서를 전자결재시스템과 연동하고 타과에서도 내시경 예약이 가능하도록 확대 구축하였다. 수익 증대와 의료질 향상 및 지원 사업 관련 개선으로 국제진료환자의 검진센터 진료를 위한 프로그램 지원과 환자의 치료활동을 표준화시키는 Critical Pathway(표준진료지침)와 중환자실적정성 평가 세부추진계획 등을 지원 하였다.
의무기록차트 DB를 구축함으로써 체계적 문서 관리 기틀을 마련하여 현재 운영 중인 영상EMR과 연계하고 실시간 저장, 조회 및 제공이 가능한 시스템을 구축하여 체계적 문서 관리 필요를 위하여 민감 정보를 포함하고 있는 의무기록차트를 첨단 기록보존 매체인 전산장비에 수록ㆍ보존하고 색인을 DB화하여 정보화시대에 적합한 관리 기틀을 마련하고자 하였다.
정보시스템의 효율적 도입 및 운영 등에 관한 법률(2005.12) 및 개방ㆍ공유ㆍ협업ㆍ소통의 정부3.0실현을 위한 정보서비스 연계ㆍ통합정책지원을 위하여 한국원자력의학원 정보기술아키텍처(EA)를 범정부 메타모델 v1.6과 성숙도 모델 v3.3에 맞춰 현행화와 상세화를 수행하고 범정부 EAMS와의 연계를 통해 국가정보화 방향성과 일관된 사업계획 수립과 효율적인 정보자원 현황이 파악되는 등 자원관리, 연계ㆍ통합지원, 활용성과 영역 전반에서 공공기관 평균 대비 정보시스템 연계ㆍ통합 역량이 높은 수준으로 측정되었다.
종합정보시스템의 안정적인 운영을 위해서 통합유지관리 하며 성능개선을 위해서 메모리를 증설하고 스위치를 교체하였으며 PACS 서버교체와 클라이언트 PC운영체제를 교체하였다.
의학원 중ㆍ장기 ISP(정보전략계획수립)사업인 정보기반발전계획수립용역은 한국원자력의학원의 정보화 전략방향을 수립하고 구체적인 실행과제에 대한 중장기 이행계획을 수립하며 이에 대한 연도별 이행계획과 소요예산 등의 상세 추진 이행계획 수립을 범위로 한다. 또한 감리용역 사업을 시행함으로써 ISP 사업의 효율성을 향상 시키고 안정성을 확보하고자 하였다.

Abstract ▼

Ⅳ. Project Performance Outcome
1. Enhancement of Radiation Medicine Integrated Information System
After an EDI billing system for car insurance was developed, the related processes for car insurance patients (ex: Billing and review of the medical expenses, transmission & receipt of EDI data, c

Ⅳ. Project Performance Outcome
1. Enhancement of Radiation Medicine Integrated Information System
After an EDI billing system for car insurance was developed, the related processes for car insurance patients (ex: Billing and review of the medical expenses, transmission & receipt of EDI data, cost cut management, receivables management, etc.) were computerized. In terms of cost cut management, request for review and making an objection were enabled. Therefore, paper-based processes mostly disappeared.
The administrative process for Saturday workers was simplified by computerizing the submission of the Saturday on-Duty Sheet. In addition, the frequency of documentation error was minimized through inter-linkage with electronic approval duties. Payroll Team was able to improve the accuracy of payroll calculation and handle its duties in a prompt and economical manner by using the submitted Saturday On-Duty Sheet in estimating the Saturday pay and meal expenses by just clicking a mouse.
The process was improved to handle doctors’ rating management and performance estimation by the manager. In addition, a program through which the doctors without performance-based incentives can be systematically managed was developed for the easy control of exceptions. Furthermore, it was able to maximize the reliability and integrity of the performance-based management system by directly reflecting the automatically estimated performance results on the pay.
The administrative process was simplified through the electronic approval of ‘ No-consultation Plan’ . In addition, labor cost was reduced by significantly lowering a burden for the management of medical exam schedule. Because the medical staff was freed from these additional administrative duties, they were able to provide high-quality medical services. In addition, the continuance of duties was guaranteed by preventing work processes related with application for other employees’services from being adjusted by automatically identifying the clinical medical staff.
Work efficiency was improved because capacity management is enabled inside and outside of the endoscopy unit, and medical exam can be booked right away without individual reservation. As a result, the endoscopy-related workers could be less burdened to handle reservation duties for patients.
In the past, an interpreter had to interpret the medical results written in Korean for foreign patients. Now, there is a separate package for Chinese patients so that the medical results written in Chinese can be managed. In addition, they can pay the bill with their credit card issued in China. In other words, Chinese patients can now visit and have a medical exam anytime.
For LEEP, TLH, VTH, TAH, Open ovary and Pelviscopy, Critical Pathway (CP) prescription standard sets were constructed. In other words, the following programs were developed; CP prescription & nursing program, CP result analysis program, CP basic information management program, hospital management program and medical record management program. They were operated from August 7 to December 31, and a total of 93 cases were handled by the CP.
A new program for aseptic technique-applied checklist management was developed through analysis on the intensive care unit suitability assessment indicators, and a statistical program aimed to produce the assessment data was developed. In addition, programs were revised and improved for statistics on the followings: a ratio of the patients with deep-vein thrombosis preventive treatment, assessment on standardized mortality rates, intensive care unit readmission rate within 48 hours, ratio of the patients with a ventilator.
The number of estimated scanned charts is as large as approximately 8,550,000, and the term of the agreement is August 18, 2014 thru March 17, 2017. The target number of monthly scanned charts is 251,471. Total examination process rate was 35.4% (3,029,435 handled among 8,550,000).
According to analysis on pan-government EA maturity level in 2014, 4.17 out of 5 was acquired, which means ‘ level 4 (‘ information resource management, linked integration support and utilization performance-related systems are settled and maintained in the institution’ )’ . The figure was higher than the average maturity level (2.62). In terms of resource management competence, ‘ level 5 (‘ the current status of all information resources required from pan-government perspective and consistency of related information are secured and maintained’ )’ was observed. In terms of linked & integrated support competence, on the contrary, ‘ level 4 (‘ the organizational system, standards and procedures for the linkage & integration of information resources are established’ )’ was detected. In terms of the utilized performance competence, lastly, ‘ level 3 (‘ the systems for information performance management are spread across the institutions’ )’ was measured.
2. Reinforcing Information Security and Personal Information Protection
The business operations were improved by documenting the process through the integrated maintenance of computer equipment and commercial software, preparing system operation manuals and listing requirement items such as configuration update. In addition, it was attempted to improve system operation ratio by strengthening a systematic preventive check through analysis on accumulated fault history.
In terms of the advancement of KIRAMS’ computer network, end-node speed was increased by replacing old L2 switches with new ones, and performances was improved by additionally installing server farm-backbone switch modules. In other words, a total of 22 L2 switches were replaced, and a 16-port and 10-Gbps module was added to two server farm-backbone switches.
Therefore, a computer network was advanced without the replacement of high-price backbone switches by minimizing bottleneck sections in a computer network from the server to user PC. In addition, high data speed (10 Gbps)-applicable environment was developed even for equipment such as future servers.
Picture Archiving and Communication System (PACS) was able to use related resources such as CPU and memory in a more comfortable manner by replacing the outdated server which was installed in 2004 with the latest one. With the installation of an upgraded DBMS (Oracle), in addition, operating stability was enhanced. As a result, users were able to feel increased speed at the execution of application.
The operating system version and default environment were set for the PC whose internal system impact assessment was completed in 2013. After an internal test, PCs were replaced according to the allocation plan. The collected PCs were initialized, and their operating system (Windows 7) was upgraded. Then, old PCs were gradually replaced with new ones. KIRAMS was able to cut its budget as much as the number of the PCs recycled. After all, improvement in work efficiency was observed.
3. Information-based development planning
KIRAMS’ mid & long-term ISP program titled ‘ Information-based Development Planning’ lasted for five months since June 2014 to set a strategic direction for informatization and develop a mid & long-term implementation plan on specific assignments. In terms of promotion methods, the following five-stage promotion procedures were used; environment analysis, analysis of current status, development of information vision, design of target model and implementation planning. Based on four information strategies, then, nine information strategy assignments and 23 specific implementation duties were derived. Then, detailed implantation plans such as annual implementation plan and budget plan were developed. Then, supervision was performed in two stages: interim supervision and final supervision.

목차 Contents

• 표지 ... 1
• 최 종 보 고 서 ... 2
• 제 출 문 ... 3
• 보고서 초록 ... 4
• 요 약 문 ... 5
• SUMMARY ... 11
• CONTENTS ... 20
• 목 차 ... 22
• 제1장 사업의 개요 ... 24
• 제1절 사업 목적 ... 24
• 제2절 사업의 필요성 ... 24
• 제2장 국내외 현황 ... 27
• 제3장 사업내용 및 수행결과 ... 29
• 제1절 종합정보시스템 고도화 운영 ... 29
• 제 2절 정보보안 및 개인정보보호 강화 ... 56
• 제 3절 정보기반 발전계획 수립 ... 65
• 제4장 사업목표 달성도 및 대외기여도 ... 78
• 제1절 사업목표 달성도 ... 78
• 제2절 대외기여도 ... 80
• 제5장 사업수행결과의 활용계획 ... 82
• 끝페이지 ... 86