Hospital Management

Mission and Vision

Far Eastern Group founder Mr. Yu-Ziang Hsu upheld the mission of “Receiving from the society; Serving for the society.” and established the Far Eastern Medical Foundation. The foundation aims to serve people and contribute to the state and society based on the mission of building a hospital that saves the poor and ill and rewards medicinal development. Far Eastern Memorial Hospital was opened on April 1, 1981. FEMH was expanded in 1989 and then became the regional hospital and teaching hospital between 1991 and 1997. Apart from signing the medical collaboration project with National Taiwan University Hospital in 1999, Far Eastern Memorial Hospital also introduced the most advanced and precision medical instrument, while the supervisor camp validated the vision of shifting towards a medical center in the same year.

The First Choice Medical Center of the Public

Far Eastern Memorial Hospital passed the assessment by the Ministry of Health and Welfare in 2006 to become the first medical center in New Taipei City, which was also modified and validated in 2009 for the new vision in “The First Choice Medical Center of the Public” Far Eastern Memorial Hospital passed the assessment of the new medical center again. In 2009, under the support of the foundation, the phase II campus expansion was launched, and then completed and opened in 2015. The scope of the campus was doubled to provide patients with the most complete and high-quality medical services.

Sustainable Management

The 2021 COVID-19 pandemic hit the world with a great impact. Facing post-pandemic new life and new normal, Far Eastern Memorial Hospital expands the philosophy of integration and collaboration to adapt to the constantly changing medical environment with agile and pragmatic attitudes, to bring professional value into full play in public demand, including the following dimensions: accomplishing sustainability management, specializing in medical technology, advocating medical research, involving in assessment and certification, promoting clinical instruction, developing smart healthcare, and expanding service scope, thereby attaining the philosophy of sustainable management.

Operating and Implementing

Mr. Yu-Ziang Hsu Far Eastern Medical Foundation is comprised of 15 directors, which periodically calls for Board of Directors meetings to conduct strategic planning and review. The operation and management team is led by the President and five vice presidents in-hospital services, medical services, education, research, and administration, which coordinates departments in charge of healthcare, medical services, nursing, and administration, as well as 39 committees. To effectively promote the sustainability development of FEMH, the hospital sets up sustainability development team, which is supervised by the hospital-level operation management committee. The team periodically calls meetings to discuss key items of sustainability promotion, review execution status and improvement, and reports the execution outcome to the President to effectively accomplish the objectives of sustainability development.

Financial Performance

Far Eastern Memorial Hospital upholds the founding philosophy of the foundation in “Sincerity, Diligence, Thrift, Prudence, and Innovation,” and the hospital philosophy of “Constantly improve medical quality and fulfill social medical responsibility” in order to become “The First Choice Medical Center of the Public” FMEH implements holistic care and continues to introduce instruments and equipment, train talents with research and innovation, develop medical core competence, provide services to those with critical conditions, develop international medical services, and involve in international health activities with enthusiasm.

Medical Ethics and Moral

The progress in clinical medicine relies on scientific verification. Following the upgrade in information capacity and implementation of empirical medicine, our clinical research and investigation no longer recruit specific subjects for short-term research. More and more big data analysis and AI research show increasingly important lessons for medical researchers to use data carefully, comply with medical ethics and protect the subjects in order to acquire more information on the patients.

Supply Chain Management

Far Eastern Memorial Hospital currently works with suppliers, 100% consisting of Taiwan-based suppliers and distributors, with nearly 90% of suppliers located in northern Taiwan. FEMH conducts price inquiry and bidding process with suppliers via the Far Eastern Group Joint Procurement Center. The joint procurement center medical team changed to stationing in hospital to understand the demand of clinical procurement requirement better. Consequently, the expression of procurement information becomes face-to-face and effectively communicated. In fulfillment of social responsibility, FEMH gives priority to the purchase of products with less environmental impact during procurement or purchase recyclable, low-polluting, and resource-saving products with Green Mark. FEMH has been awarded by the Environmental Protection Bureau of New Taipei City the “Green Procurement Performance Excellence Award” each year since 2017.

Control the Supply Progress, and Assure Medical Device Quality

To implement the control of physical supply inventory and periodically check at the weekly pandemic prevention meeting, the reserve for pandemic-prevention suppliers was adjusted through roll-out approach, which led to the stable supply of materials to the entire hospital and centralized quarantine center, without any incident of supply shortage. Some regular medical supplies were affected by the supply chain of global raw materials and the supply progress of supplies was instantly controlled according to the management regulations governing medical supplies shortage handling process. When the quantity delivered by the supplier is short or delays in delivery, the quantity scheduled for arrival, the timeline for follow-up and understanding shall be forecasted. Alternative suppliers shall be sought for instant supply, if necessary, in order to minimize the risk of shortage. To assure medical device quality, FEMH develops the “Regulations Governing the Management of Medical Device Nonconformance and Adverse Reaction Process,” including the procedures for return and replacement, deadline, monitoring, review for improvement, and follow-up mechanism. The nonconformance report system is established and widely available in all departments of FEMH. Any department discovering nonconformance may report online immediately.

Internal Control

FEMH refers to the five composition elements of COSO framework, integrating the control environment, risk assessment and identification, control operation standards and procedures, collection of data and communication transmission, and monitoring the internal control system of assessment. FEMH intends to upgrade the operating efficacy, regulatory compliance, protection of asset safety, and provision of reliable information as the four internal control objectives.

The establishment of standardization system improves the procedures of FEMH eventually. To assure the effectiveness of procedure execution, experts and teachers from the Chinese Society for Quality have been employed since 2008 to train the internal auditors of the hospital, with auditing skills and capacity. As of the end of 2021, 140 experts and teachers have been employed by FEMH to serve as ISO9001 auditors with 108 internal auditors employed for environmental safety and health. Internal audit activities have been held each year since 2008, where the internal auditors employed by FEMH audit through site observation, document review, and interview with personnel. The internal audit activities are used to verify the implementation of standardization management, so that the medical professional techniques of all departments can perform better.

The Far Eastern Group joint audit team will conduct hospital operation audit and internal management process audit to assure the hospital operation and compliance for management operations. The internal and external audit results will be given feedback to the audited department, using PDCA to constantly make improvement. The management process of conducting internal control and audit at FEMH is coordinated with the external audit of the group joint audit team to build an excellent control environment, assure the sound financial condition of FEMH and accomplish sustainability management.