Table 1 Roles and responsibilities of...

Table 1

Roles and responsibilities of the operations management department

Group	Team background	Primary responsibilities
Strategic Planning Group	Members hold master's degrees or higher, with expertise in medical management, nursing, accounting, marketing, astronomy and so on	① Develop medium- to long-term strategic plans for the hospital, aligning market trends, government policies and the hospital's developmental objectives to provide strategic direction ② Design resource allocation strategies based on strategic goals and drive the implementation of critical projects ③ Conduct financial budgeting and resource coordination to ensure the achievement of strategic objectives ④ Evaluate the performance of hospital departments to ensure alignment with the overall institutional goals
Business Performance Group	Members hold master's degrees or higher, with expertise in mathematics, accounting, physics, computer science, marketing and so on	① Assess the hospital's operational performance using data analysis, financial modeling and market research, focusing on profitability, cost control and financial operations ② Analyze revenue, expenses and patient flow to provide decision-making support to management ③ Develop and rationalize hospital business management plans to improve operational efficiency and performance ④ Monitor industry dynamics and market trends to propose innovative business strategies
Operations Management Group	Members hold master's degrees or higher, with medicine, nursing, physics, chemistry, computer science and so on	① Restructure internal hospital processes, including clinical workflows, patient management and logistical support, to enhance efficiency ② Facilitate interdepartmental coordination to improve communication, resource sharing and cross-departmental collaboration ③ Promote hospital information system development, leveraging data and technology to enhance operational processes (e.g. electronic medical records, data analytics) ④ Ensure compliance with hospital operational regulations, oversee quality control systems and calibrate the quality of healthcare services

Group	Team background	Primary responsibilities
Strategic Planning Group	Members hold master's degrees or higher, with expertise in medical management, nursing, accounting, marketing, astronomy and so on	① Develop medium- to long-term strategic plans for the hospital, aligning market trends, government policies and the hospital's developmental objectives to provide strategic direction ② Design resource allocation strategies based on strategic goals and drive the implementation of critical projects ③ Conduct financial budgeting and resource coordination to ensure the achievement of strategic objectives ④ Evaluate the performance of hospital departments to ensure alignment with the overall institutional goals
Business Performance Group	Members hold master's degrees or higher, with expertise in mathematics, accounting, physics, computer science, marketing and so on	① Assess the hospital's operational performance using data analysis, financial modeling and market research, focusing on profitability, cost control and financial operations ② Analyze revenue, expenses and patient flow to provide decision-making support to management ③ Develop and rationalize hospital business management plans to improve operational efficiency and performance ④ Monitor industry dynamics and market trends to propose innovative business strategies
Operations Management Group	Members hold master's degrees or higher, with medicine, nursing, physics, chemistry, computer science and so on	① Restructure internal hospital processes, including clinical workflows, patient management and logistical support, to enhance efficiency ② Facilitate interdepartmental coordination to improve communication, resource sharing and cross-departmental collaboration ③ Promote hospital information system development, leveraging data and technology to enhance operational processes (e.g. electronic medical records, data analytics) ④ Ensure compliance with hospital operational regulations, oversee quality control systems and calibrate the quality of healthcare services

Note(s): To enhance transparency and replicability, we need to carefully elaborate on the key interventions embedded within the operations management model beyond structural changes. ①First, a comprehensive cross-departmental incentive scheme was introduced. This scheme combined individual and shared KPIs, including joint protocol compliance, interdepartmental response times and collaborative problem-solving metrics. These were formally integrated into the hospital's quarterly evaluation system and tied to both financial rewards and strategic resource access (e.g. staffing, diagnostic equipment). ②Second, a performance transparency mechanism was deployed via a digital dashboard accessible to all middle and senior managers. The dashboard visualized shared KPIs in real time and ranked departmental performance on collaborative indicators. This created behavioral nudges for information-sharing and mutual support. ③A third pillar involved change facilitation teams embedded within the Operations Management Group. These teams served as internal consultants to support departments in aligning their processes with the new model. They conducted process walkthroughs, facilitated alignment meetings and coached team leaders on orchestration practices. Overall, these measures, alongside leadership endorsement and iterative feedback loops, formed the hospital operational management core of the transformation, converting structural intentions into behavioral change

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