68 research outputs found
"μ λ©΄μ§μΈ΅κ³΅κ°"μ μμμ μ°κ²°μ κ΄ν μ°κ΅¬
νμλ
Όλ¬Έ (μμ¬)-- μμΈλνκ΅ λνμ : 건μΆνκ³Ό, 2015. 2. κΉκ΄ν.μ λ©΄μ§μΈ΅κ³΅κ°μ μμμ μ°κ²°μ κ΄ν μ°κ΅¬
건μΆλ¬Όμ λμλ‘λΆν° κ²½κ³λ₯Ό λ§λλ κ³Όμ μ ν΅ν΄ νμ±λκ³ κ·Έ κ²½κ³λ₯Ό μ΄λ»κ² μ‘°μ νλλμ λ°λΌ λμμ μ°μμ±μ κ°κ² λλ€. λ°λΌμ 건물μ μ μΈ΅λΆλ 건μΆκ³Ό λμμ κ²½κ³μ΄μ λμμ μ΄λ₯Ό 맀κ°νλ μ μ μΌλ‘μ λμλ‘λΆν° μ΅μ΄μ 물리μ κ²½κ³λ₯Ό νμ±νλ€λ μ μμ μλ―Έλ₯Ό κ°λλ€. κ·Έλ¬λ λμμ 건μΆμ 맀κ°κ³΅κ°μΌλ‘μ μ μΈ΅λΆμ λν κΈ°μ‘΄μ μ°κ΅¬λ κ°λ‘μ μ μΈ΅λΆμ ν΅ν©μ μΈ μ κ·Όμ΄ μλλΌ μΈλ²½μ κΈ°μ€μΌλ‘ ν μΈλΆ 곡κ°μΈ‘λ©΄μμμ λ
Όμκ° μ£Όλ₯Ό μ΄λ£¬λ€. μ΄μ λ³Έ μ°κ΅¬μμλ λμμ 건μΆμ 맀κ°κ³΅κ°μΌλ‘μ κ°λ‘μμ 건물μ μ μΈ΅λΆμ μ΄λ₯΄λ μμμ μ λν κΈ°μ‘΄μ λ
Όμκ° λ λ€λ₯Έ κ²½κ³λ₯Ό λ§λ€λ©° νλ©΄μ μΈ μ κ·Όμ κ·ΈμΉλ€λ νκ³μ μ νμ
νκ³ κ²½κ³λ₯Ό μΈλ²½μμ λ΄λΆκ³΅κ°μκΉμ§ νμ₯νμ¬ μ λ©΄μ§μΈ΅κ³΅κ°μ΄λΌλ μλ‘μ΄ μ©μ΄λ₯Ό μ μνμλ€.
μ΄ μ μλ₯Ό ν λλ‘ νμ¬ μ λ©΄μ§μΈ΅κ³΅κ°μ μμ©νλ μμλ€μ 물리μ , λΉ-물리μ μμλ‘ λλμ΄ λΆμνκ³ , λ΄Β·μΈλΆμ μ°κ²°λ°©μμ λν΄ κ΅¬μ²΄μ μΌλ‘ μ΄ν΄νκΈ° μνμ¬ 2000λ
λ μ΄νμ νλ κ±΄μΆ μ¬λ‘λ₯Ό μ€μ¬μΌλ‘ μ΄ν΄λ³΄μλ€. κ΅¬μ± μμλ κΈ°μ‘΄μ μ°κ΅¬μμ λ€λ£¨μ΄μ§ λ²μλ₯Ό ν¬ν¨νμ¬ μ°μμ μΈ κ³΅κ°μ κ΄μ μμ λμμ μμ±μ μμ©νλ 곡κ°μμμ κ΅¬μ± λ°©μμ μ΄ν΄λ³Έλ€. λν λμμ λ€μν μν©μ μμ©νκΈ° μν νλ‘κ·Έλ¨κ³Ό κ·Έμ λ°λ₯Έ νμ μμ μ λ©΄μ§μΈ΅κ³΅κ°μ ꡬμ±νλ λΉ λ¬Όλ¦¬μ μΈ μμμ΄λ€. 물리μ κ²½κ³κ° μ½νλ¨μ λ°λΌ λνλλ μ λ©΄μ§μΈ΅κ³΅κ°μ λ€μν μ°κ²°λ°©μμ μ΄λ¬ν μμμ μν΄ ν¬λͺ
ν κ²½κ³, λ€μΈ΅μ κ²½κ³, νλ‘κ·Έλ¨μ μν μ°κ²°λ‘ λΆλ₯ν μ μμλ€.
μ λ©΄μ§μΈ΅κ³΅κ°μ λμμ 건μΆμ μ°μμ±μ ꡬννλ λ€μν ꡬμ±λ°©μμ μν΄ νμ±λλλ° λ μμ±μ΄ κ²Ήμ³μ§λ μ€κ°μμμ΄ λ΄λΆλ‘ νμ₯λ¨μ λ°λΌ κ·Έ κ²½κ³λ₯Ό νμ₯μν€λ λ€μν 맀κ°λ¬Όμ μν΄ κ°λ³μ μΌλ‘ μ€μ λλ€. 무μλ³΄λ€ κ³΅κ°μ μλ μ리λ‘μ νλ‘κ·Έλ¨μ λ°λ₯Έ λ΄λΆκ³΅κ°μ νμ©μ λ°λΌ μ¬μ‘°μ§λλ νλ©΄μ μν΄ μ€κ°μμμ νμ₯λ²μλ μ¬μΈμλλ€.
λ΄Β·μΈλΆ 곡κ°μ μ°μμ μΈ κ²½νμ μν΄μλ λμμ μμ±μ μΌλν 건μΆκ³΅κ°μ κ³νμ μν΄ ν΅ν©μ μΌλ‘ ꡬμ±λ λ μ λ©΄μ§μΈ΅κ³΅κ°μ κ°λ‘μ ꡬλΆλλ λ΄λΆμ±μ κ°λ 곡κ°μ΄μ, μ μ°ν 곡κ°μΌλ‘μ λμ곡κ°μ μ±κ²©μ λΆμ¬νλ 곡곡μμμΌλ‘μ κ°λ₯μ±μ κ°λλ€. μ΄μ μ λ©΄μ§μΈ΅κ³΅κ°μ λν μ κ·Όμ΄ λ¨μΌ 건물μ λμ΄μ λμλ‘ νμ₯λ λ λμμ 건μΆμ κ²½κ³κ° νλ¬Όμ΄μ§κ³ μ¬λλ€μ λ€μν μ μ λ₯Ό ν΅ν΄ νμ±νλ¨μΌλ‘μ¨ μ§μ ν λμ곡κ°μμμ μνμ μ΄λ£° μ μμ κ²μ΄λ€.1. μλ‘
1.1 μ°κ΅¬μ λ°°κ²½ λ° λͺ©μ
1.2 μ°κ΅¬μ λμ λ° λ°©λ²
1.3 μ°κ΅¬νλ¦λ
2. μ λ©΄μ§μΈ΅κ³΅κ°κ³Ό λμ-건μΆ
2.1 μ λ©΄μ§μΈ΅κ³΅κ°μ μ μ
2.1.1 κΈ°μ‘΄ λ
Όμ νμ₯μ νμμ±
(1) λμμ 건μΆμ μΈμλ³ν
(2) λμ-건μΆμ 물리μ κ²½κ³λΆμ λν λ
Όμ
2.1.2 λμμ 건μΆμ 맀κ°κ³΅κ°
2.1.3 μ€κ°μμμ νμ₯
2.1.4 μ 리
2.2 λμ-κ±΄μΆ μ°κ²°λ°©μμ λ€μν
2.3 λμ곡κ°μμ μ λ©΄μ§μΈ΅κ³΅κ°μ μμ
3. μ λ©΄μ§μΈ΅κ³΅κ°μ ꡬμ±μμ
3.1 물리μ μμΈ
3.2 λΉ-물리μ μμΈ
4. μ λ©΄μ§μΈ΅κ³΅κ°μ μ°κ²°λ°©μ
4.1 ν¬λͺ
ν κ²½κ³λ₯Ό ν΅ν μ°κ²°
4.1.1 μΈλΆλ₯Ό μ°μμν€λ λ΄λΆκ³΅κ° ꡬμ±
4.1.2 κ·Όμ μ±μ μν λ΄λΆ νλμ ν¬κ³Ό
4.1.3 κ°λ‘μμ λ³λ ¬μ μ°κ²°
4.2 λ€μ€μ κ²½κ³λ₯Ό ν΅ν μ°κ²°
4.2.1 μ°μμ μΈ κ°κ°μ νμ±νλ λμΌν μ¬λ£ μ¬μ©
4.2.2 κ΅μ°¨ 곡κ°μ μ½μ
4.2.3 μ§νν
4.3 νλ‘κ·Έλ¨μ ν΅ν μ°κ²°
4.3.1 μΈμ μΈ μμ±μ μμ©νλ λ΄λΆκ³΅κ° ꡬμ±
4.3.2 λ΄λΆμ μμ±μ 보쑰νλ μΈλΆκ³΅κ° ꡬμ±
4.4 μκ²°
5. μ λ©΄μ§μΈ΅κ³΅κ°μ μλ―Έ
5.1 λ΄λΆκ³΅κ°μ νμ©μ μν΄ μ¬μΈμλλ κ²½κ³
5.2 λ΄λΆμ νμ±μ리μ λ°λ₯Έ ν΅ν©μ κ΅¬μ± κ³΅κ°
5.3 μΌμμ μΈ κ³΅κ³΅κ³΅κ°μΌλ‘μ νμ₯ κ°λ₯μ±
6. κ²°λ‘ Maste
μκ° μ 보μ μΈκΈ°λ μνλ§μ μ΄μ©ν μΈμ κΈ°λ° μΆμ² λͺ¨λΈ
νμλ
Όλ¬Έ (μμ¬)-- μμΈλνκ΅ λνμ : 곡과λν μ κΈ°Β·μ 보곡νλΆ, 2019. 2. μ¬κ·μ.μΈμ
κΈ°λ° μΆμ²λͺ¨λΈμ μμ κ·λͺ¨μ μΈν°λ· μΌν μ¬μ΄νΈμμ μ·μ μΆμ²νκ±°λ λ΄μ€ μ¬μ΄νΈμμ κ΄μ¬ λ΄μ€λ₯Ό, λμμ μ 곡 μ¬μ΄νΈμμ μμμ μΆμ²νλ κ²½μ°μ μ£Όλ‘ μ¬μ©λλ€. μ¦, μΈμ
κΈ°λ° μΆμ² λͺ¨λΈμ μ²μ μ μν΄λ³΄λ μ¬μ΄νΈ νΉμ λ‘κ·ΈμΈμ νμ§ μμ κ³Όκ±° μ μ μ λ³΄κ° μλ κ²½μ°μ μΆμ²μ νλ λͺ¨λΈμ΄λ€. μ΅λͺ
μ μ¬μ©μμ μν κ°μ μνΈμμ©μ λν νμ¬μ 짧μ μΈμ
μ 보λ§μ λ°νμΌλ‘ μΆμ²μ νκΈ° λλ¬Έμ μν κ°μ μ μ¬λλ₯Ό λ°νμΌλ‘ μΆμ²νλ λͺ¨λΈμ΄ κ³Όκ±°μλ λ§μ΄ μ¬μ©λμλ€. νμ§λ§ μ΄μ κ°μ μν κΈ°λ° μ μ¬λ μΆμ² λͺ¨λΈμ λ§μ§λ§μ μ νν μνλ§μ λ°νμΌλ‘ μΆμ²μ νλ€λ λ¨μ μ΄ μμλ€. μ΄λ¬ν λ¬Έμ λ₯Ό ν΄κ²°νκΈ° μν΄ μ΅κ·Όμ μν μ κ²½λ§ κΈ°λ°μ λͺ¨λΈμ΄ μ μλμκ³ μ’μ μ±λ₯μ 보μ¬μ£Όκ³ μλ€. κ·Έλ μ§λ§ μν μ κ²½λ§μ κΈ°λ°μΌλ‘ ν κΈ°μ‘΄ μ°κ΅¬λ μνμ μ νν μμλ§μ μ΄μ©ν΄ μΆμ²μ νκΈ° λλ¬Έμ μκ° μ 보λ₯Ό νμ©νμ§ λͺ»νλ λ¨μ μ΄ μλ€.
λ³Έ λ
Όλ¬Έμμλ μν μ κ²½λ§ κΈ°λ° λͺ¨λΈμ μ, μμΌ, μκ°, λΆ, μ΄μ μκ° μ 보λ₯Ό μΆκ°λ‘ λ°μνμ¬, κ³μ , μμΌ λ±μ λ³νμ λ°λ₯Έ μ¬μ©μμ μ νΈλ λ³νλ₯Ό λ°μν λͺ¨λΈμ μ μνλ€. κ·Έλ¦¬κ³ λ‘κ·Έ κΈ°λ°μ μΈκΈ°λ μνλ§ λ°©λ²κ³Ό λͺ¨λΈμ νμ΅μν€λ μμ€ ν¨μμ κ°μ€μΉ λ‘μ§μ λ°μνμ¬ λͺ¨λΈμ μ±λ₯μ λμΌ μ μλ λ°©λ²μ μ μνλ€. λν μ μνλ λͺ¨λΈμ μ±λ₯μ κ²μ¦νκΈ° μν΄ μ€μν λ°μ΄ν°λ₯Ό μ΄μ©νμ¬ μ€νμ μ§ννμλ€.Session-based recommendation models are used to recommend items on various platforms, such as clothes on a small Internet shopping site, news on a news site, and videos on a video streaming site. Session-based recommendation models are useful when there is no past access information of an user. Such cases occur when an user first visits a site or does not log in. Traditional approaches utilize similarity-based models for recommendation since there is only the current short session information about the interaction between anonymous users and the products. However, such a similarity-based recommendation model has a drawback in that the recommendation is based on only the last selected product. To alleviate the problem, recurrent neural network based models have recently been proposed and show good performances. Still, the existing works based on recurrent neural networks cannot utilize time feature information because they consider only the order of item selections.
Β Β Β In this paper, we propose a model that reflects users preference changes over time, such as the seasonal changes or day of the week, by additionally reflecting the time information in the granularities of month, day, hour, minute and second to the neural network based model. In addition, we propose methods to increase the performance of the model by introducing a new loss function and a log based popularity sampling method. Furthermore, we show the effectiveness of our proposed model by conducting experiments with real-life data.μ 1 μ₯ μλ‘ 1
μ 1 μ μ°κ΅¬μ λ°°κ²½ λ° λ΄μ© 1
μ 2 μ₯ κ΄λ ¨ μ°κ΅¬ 3
μ 1 μ μΈμ
κΈ°λ° μΆμ² μμ€ν
κ³Ό μνμ κ²½λ§ 3
μ 2 μ λ°°μΉ μ¬μ΄μ¦μ μΈκΈ°λ κΈ°λ° μνλ§ 8
μ 3 μ λ² μ΄μ§μ κ°μΈν μμ 10
μ 3 μ₯ μ μνλ μΈμ
κΈ°λ° μΆμ² λͺ¨λΈ 13
μ 1 μ μκ° μ 보λ₯Ό λ°μν μΆμ² λͺ¨λΈ ꡬ쑰 13
μ 2 μ μ΅μ ν 18
μ 4 μ₯ μ€ν 21
μ 1 μ μ€ν νκ²½ λ° μ€ν λ°μ΄ν° 21
μ 2 μ μ±λ₯ μΈ‘μ μ§ν λ° μ€ν μ€μ 23
μ 3 μ μ€ν κ²°κ³Ό λ° λΆμ 24
μ 5 μ₯ κ²°λ‘ 28
μ°Έκ³ λ¬Έν 29
Abstract 31Maste
νΉμ§: 13th νκ°μ΄λ λνκ³Ό μμΈλνμ νμ κ΅λ₯λ₯Ό μν μ‘°μΈνΈ μ¬ν¬μ§μ
νκ°μ΄λ λνμ?
νκ°μ΄λ λν(Hokkaido University)μ μΌλ³Έ μ΅μ΄μ κ·Όλμ λνμΌλ‘ 1876λ
μ μΏν¬λ‘λμ
νκ΅(1876-1907λ
)μμ μΆλ°νμ¬ νκ°μ΄λ μ κ΅λν(1918-1947)μ κ±°μ³, κ΅λ¦½νκ΅ μ€μΉλ²μ λ°λΌ νκ°μ΄λ λνμΌλ‘ μ νλ μ΄ν(1947-2004), 2004λ
λΆν° νμ¬κΉμ§ κ΅λ¦½λνλ²μΈμΌλ‘ λ°μ ν μ€λ μμ¬λ₯Ό κ°μ§ λνμ΄λ€. νκ°μ΄λ λνμ νλ°ν°μ΄ μ μ κ³Ό κ΅μ μ± ν¨μ, μ μΈκ΅μ‘ λ° μ€ν μ€μλΌλ κ΅μ‘ μ°κ΅¬μ κΈ°λ³Έ μ΄λ
μ ν λλ‘ λ§μ μ€μ μ μμμ¨ λνμμ μ€μ μ λ κΈ°κ°μ’
ν©λνμ΄λ€. μ΄λ¬ν λ
Έλ ₯μ κ²°κ³Όλ‘ 2010λ
Suzuki Akira λͺ
μκ΅μκ° νν λΆμΌμμ λ
Έλ²¨μμ μμνλ κ²°μ€μ μ΄λ£¨μλ€. νκ°μ΄λ λνμ΄ κ΅μ‘ λͺ©νλ‘ μΆκ΅¬νλ μ€ν μ€μ μ΄λ
κ³Ό ν¨κ» νμ€μΈκ³μ μΌμ²΄νλ 보νΈμ μ§λ¦¬λ νκ°μ΄λ νΉμ±μ μ΄λ¦° νλ¬Έμ μ°½μ‘°λ₯Ό μΆκ΅¬νλ κΈ°
λ³Έ ν λκ° λλ©° νΉν λνμμμλ κ³ λμ μ λ¬Έκ°μ μ§μ
μΈ μμ±, μ¬νμΈ κ΅μ‘μ νλλ₯Ό κ΅μ‘ λͺ©νλ‘ μΌκ³ μλ€. μ΄μ ν¨κ» μ°κ΅¬ μ±κ³Όλ₯Ό μ΄λ£¨κΈ° μνμ¬ μ°νκ°μ μ°κ³ νλ ₯μ νλνμ¬ μ°κ΅¬ κ²°κ³Όλ₯Ό νκ°μ΄λμ νμν λΏ μλλΌ λμκ° μΌλ³Έκ³Ό μΈκ³λ‘ νμνλ κ²μ μΆκ΅¬νκ³ μλ€
Development of performance measurement indicators in S hospital
λ³μνμ νκ³Ό/μμ¬[νκΈ]
λ³Έ μ°κ΅¬μ λͺ©μ μ 1993λ
Yμλ£μμ λμ
λμ΄ μνλκ³ μλ μ±
μκ²½μμ μ ν립μ μνλ¨μκΈ°κ΄λ³ μ±κ³Όνκ°μ§νλ₯Ό κ°λ°νκΈ°μ μμ Yμλ£μμ μ€μ¬μ μΈ κΈ°κ΄μΈ Sλ³μμ μ±κ³Όνκ°μ§νλ₯Ό κ°λ°νλλ° μμμΌλ©°, μ°μ Yμλ£μμ λͺ©νλ₯Ό ν λλ‘ Sλ³μμ μ λ΅μ λͺ©νλ₯Ό μ¬μ 립ν ν Sλ³μμ μ λ΅μ λͺ©νλ₯Ό λ¬μ±νκΈ° μν λ
Έλ ₯μ νκ°νλλ° νμν μ§νλ€μ BSC(Balanced Scorecard)μ 4κ°μ§ κ΄μ μμ λμΆνμ¬ μ λ¬Έκ° μ§λ¨μ λ΄μ© νλΉμ± κ²μ μ κ±°μ³ Sλ³μμ μ±κ³Όνκ°μ§νλ₯Ό κ°λ°νμλ€. μ£Όμ κ²°κ³Όλ λ€μκ³Ό κ°λ€.
첫째, Sλ³μμ μ λ΅μ λͺ©νλ μ¬λ¬΄κ΄μ μμ μμ΅μ±μ₯, μμ΅μ±μ κ³ , κ³ κ°κ΄μ μμ κ³ λμ΄λ νμμ§λ£, μ¬κΉμ μλΉμ€, μμ§μ μ§λ£, λ΄λΆκ΄μ μμ ν¨μ¨μ μΈ μ§λ£μ²΄κ³, ν¨μ¨μ μΈ μΈλ ₯κ΄λ¦¬, μ΄λ―Έμ§ λ° λͺ
μ±μ κ³ κ·Έλ¦¬κ³ νμ΅κ΄μ μμ κ΅μ‘νλ ¨ λ° κ²½λ ₯κ°λ°, μ§λ£μλκ°ν, μκΈ°κ°λ°λ‘ μ 립νμλ€.
λμ§Έ, Sλ³μμ μ λ΅μ λͺ©νμ λ°λ₯Έ μ±κ³Όλ₯Ό νκ°νκΈ° μνμ¬ κ°λ°λ μ§νλ μ¬λ¬΄κ΄μ μμ μμ΅μ¦κ°μ¨, μλ£μμ΅μλ£μ΄μ΅μ¨, κ΄λ¦¬λΉμ©λΉμ¨κ°μμ¨, κ³ κ°κ΄μ μμ μ‘°μ νμ1μΈλΉ νκ· μ§λ£λΉ, μΈλνμλ§μ‘±λ, μ
μνμλ§μ‘±λ, μκΈμ€νμλ§μ‘±λ, μ§λ£κ²°κ³Όνμ μ¨, λ΄λΆκ΄μ μμ μ¬μμΌμλ¨μΆμ¨, μλ£λΆμν¨μλΉμ©λΉμ¨, λΉμ κ·μ§μμΈλ ₯λΉμ¨, κ΅μ1μΈλΉ μΈλ‘ 보λ건μ κ·Έλ¦¬κ³ νμ΅κ΄μ μμ μλ ¨μ§ 1μΈλΉκ΅μ‘λΉ, μ§μ1μΈλΉκ΅μ‘λΉ, κ΅μ1μΈλΉ μ‘°μ νμμ, μ§μ1μΈλΉ μ μμ΄ν건μ λ± μ΄ 16κ°μ΄λ€.
μ
μ§Έ, μ§νλ³ νκ°λ°©λ²μ λνμ¬ μλ΅μλ€μ μλ£μμ΅μλ£μ΄μ΅λ₯ , κ΄λ¦¬λΉμ©λΉμ¨κ°μμ¨,μΈλνμλ§μ‘±λ, μ
μνμλ§μ‘±λ, μ§λ£κ²°κ³Όνμ μ¨, μ¬μμΌμλ¨μΆμ¨ λ° λΉμ κ·μ§μμΈλ ₯λΉμ¨μ λͺ©νλμ€μ μΌλ‘ νκ°ν΄μΌ νλ©°, μ‘°μ νμ1μΈλΉ νκ· μ§λ£λΉ, μλ£λΆμν¨μλΉμ©λΉμ¨,μλ ¨μ§1μΈλΉκ΅μ‘λΉ, μ§μ1μΈλΉκ΅μ‘λΉ, κ΅μ1μΈλΉ μ‘°μ νμμ λ° μ§μ1μΈλΉμ μμ΄ν건μλ5κ°λ
μΆμΈμΉ λλΉ μ€μ μΌλ‘ νκ°ν΄μΌ νλ€λ μλ΅μ΄ κ°μ₯ λ§μμΌλ©°, μμ΅μ¦κ°μ¨μ λͺ©ν
λμ€μ κ³Ό 5κ°λ
μΆμΈμΉλλΉ μ€μ μΌλ‘ νκ°ν΄μΌ νλ€λ μλ΅μ΄ 곡λμΌλ‘ λ§μλ€.
μ΄λ€ μ‘°μ§μ΄λ μ§ μ±μ₯Β·λ°μ νκΈ° μνμ¬λ λλ ·ν λͺ©νκ° μμ΄μΌ νλ©°, μ±κ³΅μ μΈ λͺ©νλ¬μ±μ μν΄μλ μ±κ³Όμ λν μΈ‘μ μ΄ νμμ μ΄λ€. μ΄ μ°κ΅¬μμ κ°λ°λ μ±κ³ΌμΈ‘μ μ§νλ€μ΄ Sλ³μμ λͺ©νλ₯Ό λ¬μ±νλλ° μμ΄ νλμ λκ΅¬λ‘ μ°μ¬μ§κΈ°λ₯Ό λ°λλ€.
μ΄ μ°κ΅¬μ μ£Όμ μ νμ μΌλ‘λ Yμλ£μμ μ λ΅μ λͺ©νλ₯Ό ν λλ‘ Sλ³μμ μ λ΅μ λͺ©νλ₯Ό μ¬μ 립νλ κ³Όμ μμ μ±κ³Όνκ°λ₯Ό μν νλͺ©μ€μ¬μΌλ‘ μ‘°μ νμκΈ° λλ¬Έμ Sλ³μ μ체μ μ λ΅μ λͺ©νμ μ ννκ² μΌμΉνμ§ μμ μλ μμΌλ©°, μ§νμ νλΉλ κ²μ μ μνμ¬ μ λ¬Έκ° μ§λ¨μ μ견μ μλ ΄νμμΌλ μλ΅μλ€μ΄ λλΆλΆ κΈ°ν, μμ°λΆμΌ μ€λ¬΄μλ€λ‘ ꡬμ±λμ΄ μμ΄ μμ¬ λ° κ°νΈμ¬λ± ν μ§μ’
μ μκ²¬μ΄ λ°μλμ§ λͺ»ν μ μ΄ μκ³ , μ±κ³Όνκ°μ§νλ³ νκ°λ°©λ²κ³Ό κ΄μ λ³ κ°μ€μΉλ₯Ό ꡬνμΌλ μ§λ ν΄μ λͺ©νμΉμ μΆμΈμΉκ° μμκΈ° λλ¬Έμ μ€μ μ΄ μ΄λ μ λμ μ±κ³Όλ₯Ό λΈ κ²μΈμ§ μ§νλ₯Ό μ μ©ν΄ λ³Ό μ μμλ κ²μ΄λ€.
μμΌλ‘λ μ΄μμ κ²°κ³Όλ₯Ό ν λλ‘ μ§νλ³ κ°μ€μΉλ₯Ό μΈλΆννκ³ μ§νμ λ°λΌ λͺ©νμΉμ 5κ°λ
μΆμΈμΉλ₯Ό μ νμ¬ Sλ³μμ λν μ±κ³Όνκ°λ₯Ό μλ²μ μΌλ‘ μ€μν΄ λ³Έ ν Yμλ£μλ΄ ν κΈ°κ΄μΌλ‘ νμ°Β·μ μ©ν¨μΌλ‘μ¨ Yμλ£μμ μ±κ³Όνκ°μμ€ν
μ΄ κ°λ°λ μ μκΈ°λ₯Ό κΈ°λνλ€.
μμΈλ¬ BSCμ κ°μ΄ λ€μν κ΄μ μμ λ³μμ μ±κ³Όλ₯Ό νκ°ν μ μλ μ§νμ νκ°λ°©λ²,κ°μ€μΉμ λμκ° νκ°κ²°κ³Όμ λν μΈμΌν°λΈ μ§κΈλ°©λ²μ λν μ°κ΅¬κ° κ³μ μ§νλκΈ°λ₯Ό κΈ°λνλ€.
[μλ¬Έ]
This study was undertaken to develop performance measurement indicators in S Hospital, which is the largest component of Y Medical Center which implemented the Responsible Management System in 1993.
To begin, strategic initiatives for S Hospital were reestablished based on Y Medical Center's goals and objectives. The BSC(Balanced Scorecard) was used to develop performance measurement indicators after validity checks by specialists.
The results were as follows:
First, the strategic initiatives included growth of patient revenues, profit improvement from a financial perspective; the treatment of high acuity patients, providing respect and caring, quality care to the patient from the customer's perspective; an efficient patient care system and human resources management, upholding the hospital's reputation from the internal perspective; and education, training, building work experience, strengthening physician's ability and self development from the learning perspective.
Second, a total of 16 indicators were developed to measure performance for strategic initiatives. Those included the growth rate of patient revenues, operating profit to gross revenues, reduction rate in administrative expenses from a financial perspective; average medical expenses per adjusted patient,
patient satisfaction survey for inpatients and outpatients and emergency room patients, return rate for treatment results from the customer's perspective; reduction rate in average length of hospital stay, expenses for lost cases of medical disputes, rate for contracted employees, the number of published reports per faculty member from an internal perspective; educational expenses for training medical staff and full time employees, adjusted patient per medical staff, and the number of cases implemented which were proposed by employees.
Third, operating profit to gross revenues, a reduction rate in the administrative expenses, satisfaction survey for outpatients and inpatients, return rate for treatment results, reduction rate in average length of hospital stay, rate for contracted employees should be evaluated by objectives and average medical expenses
per adjusted patient, expenses for lost cases of medical disputes, educational expenses per training medical staff and full time employees, adjusted patient per medical staff and the number of cases implemented which were proposed by employees
should be evaluated by a 5 year trend value received the most answers. The growth rate of revenue should be evaluated by objectives and the 5 year trend values received the same high scores.
Any organization needs to have its own explicit objectives to grow and develop and it is absolutely necessary to measure performance to accomplish them. The performance measurement indicators developed by this study are expected to be used as a tool to attain the objectives of S Hospital.
In conclusion, based on these results, it will be necessary to permeate to the other facilities in the Medical Center after implementing a performance measurement pilot study in S Hospital by subdividing relative values, determining objectives for each
indicator and 5 year trend values. As well, more indicators and performance measurement tools, relative values and an incentive system based on outcomes like BSC need to be researched further.ope
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Dept. of Physical Therapy/μμ¬Locomotor imagery training (LIT) is a practice in which a patient imagines the performance of a given motor sequence without physical practice. The LIT protocols require repeated cognitive rehearsals of specific motor tasks, and it has been reported to reduce impairment and improve motor function in individuals with hemiparetic stroke.The purpose of this study was to evaluate the effects of group LIT combined with knowledge of performance (KP) to improve the gait performance in persons with chronic hemiparetic stroke. This study employed a pretest-posttest control group study design with a four-week intervention. Nineteen subjects with chronic hemiparetic stroke were recruited from the inpatient unit of a local rehabilitation hospital and were randomly assigned to two groups (10 in the experimental group and 9 in the control group). The participants in the control group received only regular physical therapy, while the subjects in the experimental group participated in videotape-based group LIT with KP in addition to regular physical therapy. The group LIT participants were asked to imagine the movement of normal gait. The group LIT protocol consisted of six stages: (1) progressive relaxation, (2) external imagery, (3) problem identification, (4) internal imagery, (5) mental rehearsal, and (6) motor performance. The intervention consisted of 1 hour of group LIT, 5 times per week for 4 weeks. All subjects were tested before and after the 4-week training periods. Gait performance was assessed by spatiotemporal parameters and clinical measures. Spatiotemporal parameters were collected with a portable gait analysis system, GAITRite (CIR System Inc, Havertown, PA, USA). The Dynamic Gait Index (DGI) and Timed Up and Go (TUG) test were used as clinical measures. An independent t-test was conducted to determine the differences in the participantsβ general
characteristics between groups and to compare group differences in the pre- to post-intervention changes in each outcome measure. The level of significance was Ξ±=0.05. The changes from pre- to post-intervention of the experimental group were greater than those of control group for gait velocity (p=0.039) and cadence (p=0.033). No significant differences were observed in stride length (p=0.355), step length (p=0.221), step time (p=0.577), and single limb support period (p=0.510) for the affected limb between the groups. As for clinical measures, the increase of DGI score from pre- to post-intervention was significantly greater in the experimental group than in the control group (p=0.014), and the changes of TUG test score were significantly lower in the experimental group than in the control group (p=0.020). The results of this study suggest that group locomotor imagery training (LIT) with knowledge of performance (KP) can be a possible training option to improve gait performance after hemiparetic stroke. Further clinical studies to establish more systematic training protocols that can be applied in clinical practice and the modification of group LIT with KP is required for the optimization of the program.restrictio
Vitalization of Boundaries: Incheon Inner Harbor 8 Pier Waterfront Design
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AbstractMaste
Practical use of information technologies in design systems
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