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营卫生所既是药材使用的基层单位,又有分发部分药材给连队的任务。由于营卫生所没有药工人员,在军医兼管的情况下如何做好营卫生所的药材工作,是当前需要解决的一个问题。从几年来摸索到的一些经验来看,我们感到采取“五定”的办法是合适的现介绍如下供同志们探讨。(一)“五定”的内容:1.定指标标准——即对连营供应划定具体指标,器械定装备标准,以使师团领导心中有底,便于控制和掌握;同时促使使用单位能精打细算,把药材用到最需要的地方。供应指标的分配,可依据上级分配的指标和本单位具体情况确定。不同情况要分别对待,如对独立或分散的连、营指标可高一些,对驻区集中可在团门诊的单位,指标可定低一些。并应留有
Camp clinics are both grass-roots units of medicinal use, but also the distribution of some herbs to the task of the company. As there are no medical workers in the camp clinics, how to do the medicinal materials work of the camp clinics in the case of the military-medical-administrative department is an issue that needs to be solved at present. Based on some experiences we have explored over the past few years, we feel that adopting the “five definite” approach is a suitable introduction as follows for discussion by our gay people. (A) “five ” content: 1. Set the target standard - that is, the supply of specific provisions of the contract, equipment, equipment standards, so that the leadership of the bottom of the mind of the division, easy to control and control; at the same time to promote Use the unit can be cost-effective, the herbs used to the most needed place. The distribution of supply indicators can be determined according to the indicators assigned by superiors and the specific circumstances of the unit. Different situations should be treated separately. For example, the indicators for the independent and decentralized companies may be higher. For those units that may be concentrated in the group clinics, the indicators may be set lower. And should be left behind