本專案對於以國際健康功能與身心障礙分類系統(簡稱ICF 新制)之鑑定作業效率不彰， 主要導因為:鑑定案滯留率偏高及待排等候時間太長。籍由團隊領導溝通模式，不改變現有資 源、情況下，運用醫品圈手法，進行二階段二項主題品質改善，經整備人力及加強教育訓練，建 立標準作業流程與執行電腦資訊化，第一階段成果顯示，案件滯留率由61.8%降至15.4%，目 標達成率為103.6 % '進步率為75.1% 。第一階段流程雖以改善，但作業過程仍不穩定，嚴重 落後需於14日內完成鑑定之規定，再經建立內控稽核機制，落實工作代理常規化，彈性調整 預約排程等措施，對第二階段改善具顯著效果，逾期率由62.2 %降為1.9 %'目標達成率為135.8 %，進步率為97.0% '平均等待天數由25.7 天降至0.83 天，超前達成本院訂定縮短鑑定等待 時程為8 日內之目標。本專案結果，應可提供以階段性任務為導向並改善ICF 新制身心障礙鑑 定流程之參考。

A medical center in southern Taiwan had a high retention rate issue in their new physically and mentally disabled identification (ICF new system). The patients who were under assessment process had to wait for a long time. In order to reduce the high retention rate and long waiting time for patients, the research team attempted to use team leadership and quality control circle to solve the issue. After reinforcing education training and setting up a standard operational procedure and implementation of information technology system, there was a significant improvement in the first phase. The retention rate dropped from 61.8% to 15.4%. Target achievement rate was 103.6% and the general progress rate was 75.1 %. Although the retention rate dropped as expected, there was still a severe delay of schedule demand by the disabled identification system. The research team decided to start an internal control audit and implement a substitution attorney to support the medical team; moreover, provide a flexible appointment schedule to patients by using information techniques. The result by these acts was astonishing. The overdue rate dropped from 62.2% to 1.9%. The target achievement rate climbed to 135.8%. The general progress rate rose to 97.0%. The average number of patient waiting days dropped from 25.7 days to 0.83 days, which accomplished our target goal of "less than 8 waiting days." To sum up, by using a quality control circle and following a standard operational procedure to improve the quality of the disabled identification system process in our hospital, a great result was achieved in reducing the retention rate and patient waiting days. The implication of the research could be applied to any medical team in a short-term task-oriented mIssIon.