번역 결과
"后勤保障" ~ 중 영어 번역
중국어
后勤保障
영어
logistic service
관련 콘텐츠
'政府提供后勤保障'
~ 중
영어
번역 대상：
The government provides logistical support。
'地铁后勤保障地铁系统维保车辆维护等'
~ 중
영어
번역 대상：
Subway logistics support, subway system maintenance, vehicle maintenance, etc。
'目前，山西物资储备分散在多个部门，除了军队后勤保障部门外，发展改革委、民政部、资源部以及国防科工委等政府部门都管理有不同形式的物资储备，没有建立统一的应急物资储备指挥系统和机构，缺乏统筹管理物资储备体系条块分割，布局不合理，储备设施重复建设，资源配置难以优化。,长期以来，由于各物资储备部门相对割裂，各有各的管理体制和运行机制各建各的储备仓库或租用社会仓库，各自通过不同渠道采购储备物资，信息不透明、不共享，造成某些物资重复储备，某些物资储备不足、欠缺甚至空白;在储备仓库建设上,一一些部门仍在山国家出资新建仓库,某此部门的仓库却长期空置。这种多头管理的现状，造成国家物资储备品种结构缺乏合理性，仓库布局缺乏规划性和整体性，仓储资源重复建设和浪费现象严重。,在突发事件或危机发生时又难以从整体上对需要紧急调用的物资数量和分布状况准确堂握。临时收集的信息在传递时容易产生误差，导致信息失真，造成在对突发事件和危机的预防或应对上失去主动权。'
~ 중
영어
번역 대상：
At present, Shanxi's material reserves are scattered in many departments. In addition to the military logistics support department, government departments such as the development and Reform Commission, the Ministry of civil affairs, the Ministry of resources and the Commission of science, technology and industry for national defense manage different forms of material reserves. There is no unified emergency material reserve command system and organization, lack of overall management, the material reserve system is fragmented, the layout is unreasonable, the reserve facilities are repeatedly constructed, and the resource allocation is difficult to optimize.,For a long time, due to the relative fragmentation of various material reserve departments, each has its own management system and operation mechanism, each builds its own reserve warehouse or rents social warehouse, and purchases reserve materials through different channels. The information is opaque and not shared, resulting in repeated reserve of some materials and insufficient, deficient or even blank reserve of some materials; In the construction of reserve warehouses, some departments are still investing in new warehouses in shanguo, but the warehouses of some departments are vacant for a long time. The current situation of multi head management leads to the lack of rationality of the variety structure of national material reserves, the lack of planning and integrity of warehouse layout, and the serious repeated construction and waste of storage resources.,When an emergency or crisis occurs, it is difficult to accurately grasp the quantity and distribution of materials that need to be urgently transferred as a whole. The temporarily collected information is prone to errors in transmission, resulting in information distortion and loss of initiative in the prevention or response to emergencies and crises.。
'通过绩效考核，科室整体工作业绩提升明显。笔者提取了工作业绩2017年∽2019年的得分率（见表2），重点工作完成、制度建设、工作创新和个性考核指标这四个一级指标均呈上升趋势，说明各科室工作重点越来越突出，完成率越来越高，整体业绩提升明显。,通过绩效考核，科室行动与医院规划高度统一。确定关键绩效考核指标，主要围绕医院在一年中要解决的最主要的问题，深层次来源于医院长期发展战略目标及年度重点工作。绩效考核的过程，也就是督促各科室践行医院计划，达成医院目标的过程。好的考核结果必然达成医院与科室的双赢局面。,共性和个性指标共存，客观数据与主观评价相结合。为解决行政部门职责差异大，实际工作不同的问题，绩效考核框架采用共性与个性指标共存，体现了公平性及工作的价值感。同时，有些指标是以客观数据来评价，比如宣传、科研、制度落实、重点工作完成情况等；有些指标是以主观测评来评价，如满意度指标；有些指标是两者结合，如工作创新，一方面要有创新的内容，另一方面对创新的效果进行主观评价。打分体系的多元化，体现考核的科学性。,指标内容充分考虑部门协作。在指标的不断完善中，医院充分考虑到科室在有些工作上存在职能重叠问题，为调动部门间协作，制定协作指标。如科研指标，对后勤保障部，要求协同科教部开展落实临床样本库筹建工作；对财务部，要求协同科教部开展重点学科及科研经费审计工作；对医务部，要求协同人力资源部、科教部、财务部开展临床科研岗位的人员设置与考核工作等。避免相互间的摩擦，形成团队协作的合力。,动态管理考核指标及内容。考核是手段，达成目标才是关键。因此医院在这三年中，在绩效考核整体框架平稳基础上，一二级指标均有所调整，尤其在个性指标内容方面，更是根据医院工作要求的变化而变化。比如随着医院引进的特聘专家的增多，人力资源部新增了加强外聘专家管理的指标；科教部增加了对接特聘专家的团队考核。如医院重视新技术新项目的开展，就在医务部增加了相关指标。医院确立了区域医疗中心的发展目标，就给所有行政科室增加了科研论文的指标，以期营造全院重视科研、提炼学术的良好氛围。同时，积分方法也在不断优化。因考虑工作创新和满意度两个指标均为主观打分，存在一定的偏颇性，2020年最新版本的计分就进行了改进，调整为对名次的评分，不比绝对成绩，比相对成绩。满意度得分方面，还加入了既往得分的比较，如果今年相对名次不佳，但是自己纵向比较有进步，在得分上也有所体现。,合理运用考核结果，指导工作改进。通过考核，可以充分知晓工作的薄弱点，以客观数据为支撑，指导工作改进的方向。笔者罗列了2019年各行政管理科室扣分点（见表3）。可以看出，工作创新是每个科室继续努力的方向。后勤保障部、信息部连续两年满意度低于平均分，一方面跟这两个科室服务面广有关，另一方面也提示需要继续提升服务水平。门诊办扣分项较多，提示负责人需加强对绩效考核的重视。医务部、科教部关于医疗和科研相关指标虽有扣分，但纵向得分率在提高，说明一直在努力提升工作绩效。科教部满意度较去年有下降，提示服务水平需提升。,共同制定，定期反馈，年终挂钩。医院在指标制定过程中，也充分尊重被考核科室的意见，共同参与指标制定，以达到最大化的认同度。每季度反馈考核情况，制定下一步落实的方案，并且与科室负责人年终绩效挂钩。几年下来，考核框架得到科室的认可，也形成了考核促进工作提升的体系。'
~ 중
영어
번역 대상：
The overall performance of the Department has been significantly improved. The author extracted the scoring rate of work performance from 2017 to 2019 (see Table 2). The four primary indicators of key work completion, system construction, work innovation and personality assessment indicators all show an upward trend, indicating that the work focus of each department is becoming more and more prominent, the completion rate is getting higher and higher, and the overall performance is significantly improved.,Through performance appraisal, Department actions are highly unified with hospital planning. The determination of key performance assessment indicators mainly focuses on the main problems to be solved by the hospital in a year, which comes from the long-term development strategic objectives and annual key work of the hospital. The process of performance appraisal is to urge all departments to implement the hospital plan and achieve the hospital objectives. A good assessment result is bound to achieve a win-win situation between the hospital and the Department.,Commonness and individuality indicators coexist, and objective data are combined with subjective evaluation. In order to solve the problems of great differences in the responsibilities of administrative departments and different actual work, the performance appraisal framework adopts the coexistence of common and individual indicators, which reflects the fairness and the sense of value of work. At the same time, some indicators are evaluated by objective data, such as publicity, scientific research, system implementation, completion of key work, etc; Some indicators are evaluated by subjective evaluation, such as satisfaction index; Some indicators are a combination of the two, such as work innovation. On the one hand, there should be innovative content, on the other hand, it should make a subjective evaluation of the effect of innovation. The diversity of scoring system reflects the scientificity of assessment.,The index content fully considers the cooperation of departments. In the continuous improvement of indicators, the hospital fully takes into account the problem of functional overlap in some work of departments, and formulates cooperation indicators in order to mobilize inter departmental cooperation. For example, for scientific research indicators, the logistics support department is required to cooperate with the Ministry of science and education to carry out the preparation of clinical sample database; For the finance department, it is required to cooperate with the Ministry of science and education to carry out the audit of key disciplines and scientific research funds; For the medical department, it is required to cooperate with the human resources department, the science and education department and the finance department to carry out the personnel setting and assessment of clinical scientific research posts. Avoid mutual friction and form a joint force of teamwork.,Dynamic management assessment indicators and contents. Assessment is the means, and achieving the goal is the key. Therefore, in the past three years, based on the stable overall framework of performance appraisal, the primary and secondary indicators have been adjusted, especially in terms of the content of personality indicators, which changes according to the changes of hospital work requirements. For example, with the increase of distinguished experts introduced by the hospital, the human resources department has added indicators to strengthen the management of external experts; The Ministry of science and education has increased the team assessment of docking distinguished experts. If the hospital attaches importance to the development of new technologies and new projects, relevant indicators have been added in the medical department. The hospital has established the development goal of the regional medical center, and added the index of scientific research papers to all administrative departments, in order to create a good atmosphere for the whole hospital to pay attention to scientific research and refine scholarship. At the same time, the integral method is also constantly optimized. Considering that the two indicators of job innovation and satisfaction are subjective scoring, there is a certain bias. The scoring of the latest version in 2020 has been improved and adjusted to the ranking score, not compared with the absolute score and the relative score. In terms of satisfaction score, the comparison of previous scores is also added. If the relative ranking is poor this year, but I have made progress in vertical comparison, which is also reflected in the score.,Reasonably use the assessment results to guide work improvement. Through the assessment, we can fully understand the weak points of the work and guide the direction of work improvement with the support of objective data. The author lists the points deducted by administrative departments in 2019 (see Table 3). It can be seen that work innovation is the direction of each department's continuous efforts. The satisfaction of logistics support department and information department is lower than the average score for two consecutive years. On the one hand, it is related to the wide service range of these two departments, on the other hand, it also suggests the need to continue to improve the service level. There are many points deducted in the outpatient office, suggesting that the person in charge needs to pay more attention to performance appraisal. Although the medical department and the Ministry of science and education have deducted scores for medical and scientific research related indicators, the vertical score rate is increasing, indicating that they have been trying to improve their work performance. The satisfaction of the Ministry of science and education decreased compared with last year, suggesting that the service level needs to be improved.,Jointly formulate, regularly feed back and link at the end of the year. In the process of index formulation, the hospital also fully respects the opinions of the evaluated departments and participates in the index formulation together, so as to maximize the recognition. Feedback the assessment situation every quarter, formulate the next implementation plan, and link it with the year-end performance of the department head. Over the years, the assessment framework has been recognized by the Department, and a system of assessment to promote work improvement has been formed.。