6月2日10:00，仁醫(yī)醫(yī)療三人團隊拜訪了海德堡大學附屬醫(yī)院神經(jīng)外科，與科室主任Krieg教授及其團隊進行了深入交流。此次交流由副主任Suchorska教授具體對接。合作會談結(jié)束后，神經(jīng)外科團隊特別安排了Dr. Nohman帶我們實地參觀了科室的門診、病區(qū)、重癥監(jiān)護病房和手術(shù)室。這份安排讓我們深感重視，也非常感激他們的周到接待。Dr. Nohman向我們介紹，海德堡大學附屬醫(yī)院神經(jīng)外科是德國排名前列的神經(jīng)外科中心之一，在國際上也享有盛譽。早在上世紀90年代，該科室便成為全球第二個引入術(shù)中MRI系統(tǒng)的神經(jīng)外科中心，僅次于波士頓，并在2000年代初期引進了術(shù)中CT，技術(shù)更新始終走在前列。目前科室設(shè)有三個病區(qū)，每個病區(qū)配備約20至25張床位，共有4間專用手術(shù)室，每年完成約4000臺神經(jīng)外科手術(shù)，其中包括約2000臺脊柱手術(shù)、500臺膠質(zhì)瘤手術(shù)和500臺顱底腫瘤手術(shù)。此外，科室還配有一個神經(jīng)外科專屬的重癥監(jiān)護病房，共11張床位。不同于多數(shù)醫(yī)院將重癥監(jiān)護室交由麻醉科統(tǒng)一管理的做法，海德堡大學附屬醫(yī)院神經(jīng)外科的ICU完全由神經(jīng)外科自主負責，由經(jīng)驗豐富的主治醫(yī)生團隊直接管理，保障重癥患者的連續(xù)性和專業(yè)性照護。參觀中讓我們印象深刻的還有兩個崗位設(shè)置：一是醫(yī)生助理，這一崗位不屬于醫(yī)生或護士，但能夠完成抽血、換藥、引流等基礎(chǔ)臨床操作，有效減輕醫(yī)生工作負擔；另一個是患者管理專員，主要負責門診結(jié)束后的住院、手術(shù)安排等溝通協(xié)調(diào)工作，將原本由年輕醫(yī)生承擔的流程性事務(wù)專職化。這種設(shè)置在提高醫(yī)療效率的同時，也優(yōu)化了醫(yī)患溝通方式，使年輕醫(yī)生能更專注于臨床技能訓練。此次交流令我們收獲頗豐。Krieg教授團隊對中德醫(yī)學合作展現(xiàn)出專業(yè)而開放的姿態(tài)，而在門診、病區(qū)、重癥監(jiān)護病房及手術(shù)室的實地參訪，更讓我們直觀感受到這家德國神經(jīng)外科頂尖中心在組織架構(gòu)、專業(yè)分工及臨床流程管理上的高度成熟與精細。他們在臨床診療的持續(xù)探索和引領(lǐng)，以及在人員配置上對效率與質(zhì)量的雙重考量，均體現(xiàn)出一種“以病人為中心”的現(xiàn)代醫(yī)院理念。這些經(jīng)驗與理念為我們帶來了許多啟發(fā)。

On June 2nd at 10:00 AM, the team of three from Gloryren visited the Department of Neurosurgery at Heidelberg University Hospital and had an in-depth discussion with the team of Prof. Krieg. The visit was coordinated and organized by Dr. Suchorska, the Deputy Director. Following the meeting, Dr. Nohman provided a guided tour of the outpatient clinic, wards, intensive care unit and the operating room of the department. This thoughtful arrangement underscored the significance they placed on our visit, and we were deeply grateful for their thorough hospitality. Dr. Nohman introduced us to the Department of Neurosurgery at Heidelberg University Hospital, which is one of top three neurosurgery centers in Germany and is internationally renowned. As early as the 1990s, this department became the second neurosurgical center in the world to introduce the intraoperative MRI system, after Boston. In the early 2000s, they introduced intraoperative CT, continuing to lead in technological advancements. The department currently operates three wards, each with approximately 20 to 25 beds. It is equipped with four exclusive operating rooms. The department performs about 4,000 neurosurgical surgeries annually, including around 2,000 spinal surgeries, 500 glioma resections, and 500 skull base tumor surgeries. Furthermore, the department boasts a specialized neurosurgical ICU with 11 beds. Unlike many institutions, where the ICU is typically managed by the anesthesiology department, the neurosurgical ICU here is managed entirely by the Department of Neurosurgery. It is overseen directly by an experienced and specialized team of consultants, ensuring continuous and specialized care for patients. During the visit, two staffing roles left a strong impression on us. The first was the role of physician assistant, a position separate from both doctors and nurses. The physician assistant are trained to perform basic clinical tasks, such as drawing blood, dressing wounds, and managing drainage, effectively reducing the workload of residents. The second role was the patient management coordinator, primarily responsible for coordinating inpatient admissions, surgery arrangements, and other tasks after outpatient consultations. This position enables a centralized and more efficient handling of routine processes and communication with patients. This setup not only improves efficiency but also optimizes doctor-patient communication, enabling residents to focus more on clinical skill development. This exchange was highly fruitful for us. Prof. Krieg’s team demonstrated a professional and open attitude towards Sino-German collaboration. Our on-site visit to the outpatient clinic, wards, intensive care unit and the operating room provided us with a comprehensive and firsthand understanding of the department’s high level of sophistication in organizational structure, professional task division, and clinical process management. Their continuous pursuit of clinical excellence, along with their meticulous approach to staffing and quality control, exemplifies a “patient-centered” philosophy of modern healthcare. These experiences and philosophies have provided us with valuable insights.