Data may best reflect the achievements of a company.
Founded in 2015, Jinxinglin is a comprehensive service provider of hospital resource plan systems (HRP). According to Jinxinglin, it has cooperated with more than 500 hospitals; among them, the percentage of 3A hospitals is about 20%. It is worth mentioning that among Jinxinglin’s cooperative customers, the number of hospitals that have been cooperating for more than 5 years accounts for 50%; the secondary repurchase rate of cooperative customers even reaches 80%. What makes Jinxinglin gain the trust of customers?
In 2015, Jinxinglin joined the HRP field because of the personal experience of Ding Limin, the chairman and general manager of Jinxinglin. Ding Limin has a master’s degree in management and more than ten years of experience in the ERP (Enterprise Resource Planning) field. After many years in the industry, he was keenly aware that ERP would play a more important role in vertical segments in the future. With his company’s exploration and accumulation in the hospital sector, he finally chose to target the medical field and help medical institutions achieve intelligent operation management through HRP (Hospital Resource Planning, an industry application of ERP in medical institutions).
Ding Limin undoubtedly saw the development opportunities of HRP in the medical industry
First of all, there is a great demand for intelligent operation and management in hospitals. On the one hand, there are frequent macro-level policies and systems that drive hospitals to improve the quality of medical services, reduce actual operating costs and achieve high-quality development. For example, national public hospital performance appraisal, hospital grade review, DRG/DIP health insurance payment reform, etc. are driving hospitals to shift from the previous rough and tumble management to refined management. On the other hand, after more than 20 years of medical informatization construction, the construction of smart hospitals has entered a brand new stage. In the past, the wisdom of the hospital construction is often more focused on wisdom medical, wisdom services and other front and middle-end construction, often ignoring the back-end wisdom management construction. And now more and more hospitals are beginning to pay attention to the wisdom of the wisdom of the hospital management part.
Second, the traditional ERP system can not meet the hospital’s smart management needs. The medical services industry is clearly different from the manufacturing industry. A journal article, “Medical Resource Planning in Hospital Management Application Research,” has mentioned that “the characteristics of the medical services industry is different from the manufacturing industry, the medical services industry in addition to having intangible products, no finished goods inventory, labor-intensive, fixed costs dominate, variable costs are difficult to measure, product production flexibility is great, but also has the unique characteristics belonging to the medical ‘temperament’.” It was clear that traditional ERP system services were not meeting the established needs of medical customers and that the industry as a whole needed professional HRP system service.
The unmet demand and the low level of popularity of the application of the hospital smart HRP system also means a huge market development space in the future. According to Jinxinglin’s statistics, if the current demand for HRP systems in tertiary and secondary hospitals can reach 10% of the market share, it means a market of nearly 6 billion yuan.
The combination of these factors eventually led to the birth of Jinxinglin. In order to accomplish Jinxinglin’s mission, Jinxinglin has come one step at a time over the past 8 years.
1. Product Development and Validation Phase (2016-2018)
After the completion of the preliminary preparation, Jinxinglin started a three-year product development and validation in 2016. It was also during this period that the pattern of Jinxinglin’s dual R&D centers in Shijiazhuang, Hebei and Chongqing was basically established.
2. Market Expansion Phase (2019-2022)
After the completion of product building, Jinxinglin starts to put its own solutions and products into the market. jinxinglin also starts to step out of Hebei and expand to the national market. It is reported that its business has already covered 15 provinces (autonomous regions and municipalities directly under the central government), with more than 500 cooperative customers. With the establishment of several subsidiaries, the speed of its market expansion is accelerating.
3. Establishing Industry Status Stage (2023-present)
In order to better export Jinxinglin’s solutions to the industry, it began to appear frequently at various healthcare industry informatization conferences. In 2023, Jinxinglin established the Hospital Management Research Institute to further conduct in-depth research, innovation and transformation of hospital operation and management. To better prove its software system delivery capability, Jinxinglin has also obtained CMMI Level 3 certification.
It is through the continuous accumulation of the early stage that Jinxinglin has now reached cooperation with more than 500 hospitals. Hospitals are full of pain points when it comes to building their own intelligent operation management systems.
On the one hand, in terms of overall planning, hospitals themselves may lack HRP professionals and lack unified planning for building HRP systems. As the HRP system construction of most domestic medical institutions is still in the initial stage, there is a lack of unified information planning, information storage, aggregation and analysis are disorganized, and the lack of unified standards often makes it difficult for medical institutions to solve the actual problems they face in the development; it is also difficult for each department to consider from the perspective of the hospital as a whole, and if it is only designed and developed according to the needs of the department, it will often continue to lead to The lack of HRP professionals makes it difficult for hospitals to get the desired effect when establishing their own HRP systems.
On the other hand, from the viewpoint of the actual needs of hospitals, the complicated needs make the HRP system have a certain threshold of delivery. The pain points in hospital operation and management are often very complicated. For example, human resource management often does not achieve full staff, full process and all-round coverage, so it is difficult to maximize the value of human resources; financial management is mainly based on accounting and departmental costing afterwards, so it is impossible to control costs beforehand and during the process, and it is also impossible to control the real cost of DRG/DIP; materials and supplies are often mainly in and out of the warehouse, so it is impossible to effectively achieve quality control and improve the use efficiency; equipment The operational status of equipment cannot be known in real time, and the overall efficiency of medical equipment is low; there are breakpoints between the operation system and business system, leading to duplicate data entry and poor flow; data standards are not uniform, leading to blind and lagging hospital management decisions.
In addition, different types of hospitals have very different personalized requirements for their own operation and management, which further raises the threshold for industry practitioners. Obviously, in order to create a set of HRP system suitable for hospitals and truly realize the intelligent operation and management of “people, money and materials”, the delivery partner needs to have technical accumulation in the medical industry, industry practice cases and strong delivery ability.
At present, Jinxinglin provides hospital operation management consulting and hospital intelligent operation management system. Its HRP system includes 14 sub-systems, such as comprehensive budget management, material management, asset management, equipment management, human resource management, economic contract management, fund management, financial accounting, departmental full cost accounting, medical service project costing, DRG costing, DIP costing, performance management and economic operation analysis, etc., which can fully meet the economic operation and management needs of hospitals. management needs.
With the implementation of DRG/DIP payment of medical insurance, public hospitals that used to develop in a rough way have been losing money one after another, which has sounded an alarm to the operation management of public hospitals. Combined with the impact of the epidemic, a large number of public hospitals are paying more and more attention to hospital operation management in order to maintain healthy hospital operation. Shijiazhuang Fourth Hospital is one of the representative hospitals that tried to achieve its own high-quality development through refined management early on.
As a 3A obstetrics and gynecology hospital, Shijiazhuang No. 4 Hospital has ranked among the top medical institutions in China in terms of delivery volume for many years. Founded in 1956, it is the only tertiary hospital in Hebei province that specializes in gynecology, obstetrics, prenatal diagnosis, reproductive medicine, neonatology, ophthalmology and Chinese medicine, and integrates medical treatment, prevention, health care, teaching and research. It has three operational areas: Tangu Hospital, Zhongshan Hospital and High-tech Hospital.
Zhao Liuwei, president of Jinxinglin Hospital Management Institute, mentioned that Shijiazhuang No. 4 Hospital wanted to solve the following problems: how to achieve synergy and homogeneous development of multiple hospital areas; how to reduce the cost of multi-hospital operation and management; how to further improve operational efficiency, etc. Jinxinglin helps Shijiazhuang No. 4 Hospital to achieve synergy and homogeneous development of multi-hospital areas. By helping Shijiazhuang Fourth Hospital to build a trinity of intelligent management, intelligent service and intelligent decision-making, Jinxinglin has successfully met the individual needs of the hospital.
One of them is to help it realize the integrated management of smart financial closed-loop. By setting up the wisdom financial closed-loop system of “budget beforehand, control in the middle of the event, and accounting afterwards”, we realize integrated financial management with budget management as the main line, materials, assets and human resources management as the support, contract management as the link, and financial cost accounting as the endpoint, and organically integrate the financial system with the business system to fully promote The integration of industry and finance, the implementation of internal control, and the transformation of financial management from “accounting” to “value creation”.
Secondly, it realizes the homogeneous and integrated operation of multiple hospitals. Through the HRP system’s comprehensive coverage of Shijiazhuang No. 4 Hospital’s three operating hospitals, the efficient coordination of human, financial and material resources has been realized. Through unified management, the coordination and optimal allocation of resources are realized, which further promotes the realization of homogenization of medical quality.
Thirdly, it realizes the dynamic management of the whole process and chain of materials and supplies. Through the collaboration of material request, supplier procurement and supply, and warehouse replenishment of departments in multiple hospitals, the whole process and chain of material management of the whole hospital is fully realized online. It helps hospitals to know the current consumption of materials in real time, and also ensures the traceability of materials and reduces the waste of unreasonable use of materials.
Fourth, it realizes dynamic management of equipment and can grasp the whole life cycle data of equipment. Through the systematic management of more than 20,000 equipments in the three hospital areas, Jinxinglin helps Shijiazhuang Fourth Hospital to check the operation status of equipments with one click, which maximizes the operation efficiency of equipments.
Fifth, it realizes the dynamic linkage management of human resources salary. Through digital and dynamic management, it has changed the previous difficulties in personnel management inquiries and statistics, and further improved the efficiency and quality of work of the corresponding personnel.
Finally, it can produce intelligent operation analysis reports with graphics and text. The operation analysis system can issue operation analysis reports with one click according to the hospital’s operation analysis needs in different dimensions, helping the hospital to have better insight into the data, find out the problems in operation, improve its own operation, and promote the hospital’s high-quality development.
And ultimately, it has brought about the improvement of Shijiazhuang Fourth Hospital’s medical service capacity. The number of outpatient and emergency visits, discharges, deliveries and other indicators all showed some growth; the cost of patient care dropped simultaneously. The average cost of both outpatient and inpatient care has been reduced, and the average cost of outpatient care has been reduced by 37.66%; the operational capacity has been significantly improved, and the proportion of medical service revenue has been significantly increased and the proportion of drugs has been further reduced.
Market-oriented, maintaining innovative vitality. Innovation is what drives a company to build a higher industry barrier. In order to achieve innovation, Jinxinglin will continue to bring in talents, further deepen its work in the industry, and further realize the exploration and research of cutting-edge directions through the Institute of Hospital Management, including realizing the integration of the new GPT Grand Model, etc. Our innovation will be centered around the applicable business scenarios of hospitals to do product transformation, market-oriented, rather than simply innovating for the sake of innovation.