醫(yī)療行業(yè)外國的一份績效管理

Topic:PerformanceManagementKongkitiPhusavat,Ph.D.AssociateProfessorInternationalGraduatePrograminIndustrialEngineeringKasetsartUniversityBangkok,Thailand1KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第1頁OverviewManagementFunctions:planning,coordinating,andcontrollingProcesses:measurement,analysis/evaluation,andimprovementEmphasisontheorganizationalandfunctionallevel2KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第2頁OverviewMeasurement:understandingofthetermKPIorperformancemeasures,identificationoftheKPI,applicationofMFPMM,audittoimproveKPIbylinkingwithpolicies,objectives,database,etc.,rationetworking,andtargetsettingAnalysis:trend/variationunderstandingwithMCPMT,benchmarkingprocess,andscorecardandroot-causeanalysisImprovement:outsourcing,developmentofmanufacturingstrategies,integrationofknowledgelearnedonlogisticsandsupplierpartnership3KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第3頁OverviewWhatreflectsorrepresentsthetermperformance?

KaplanandNorton(1992):Financial,customer,internalbusiness,andinnovation/learningSinkandTuttle(1989):Profitability,productivity,quality,qualityofworklife,innovation,effectiveness,andefficiencyHarper(1984):Productivity,unitcost,price,factorproportion,costproportion,productmix,andinputallocation4KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第4頁IntroductionMulti-national,national,andindustriallevelsOrganizational,functional,program,andprojectlevelsTeamandindividuallevelsIndividuallevelManagementWorkforcesKnowledgeandwhite-collarBlue-collar5KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第5頁IntroductionMeasuringproductivity/performancerequiresasystemviewofanorganizationoraunitofanalysis.Measuringproductivity/performanceiscommon.Understandingofimpactsfromlowproductivityiscriticalformanagement(competitiveness).Understandingofunitdimensionsanddefinitionsareessentialformeasurement.6KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第6頁IntroductionOngoingIssuesfor“Productivity”ManagementTotal-,multi-,andsingle-factorproductivityconsiderationCombinationofvariousinputfactors(considerationintoweightofeachinput,datacollectedsuchasintangibleassets,unitdimensions,reportingandinformationformatontabularand/orgraphicalforms,etc.)aswellasoutputfactors7KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第7頁IntroductionSystemViewofanOrganizationProcessesOutputsInputsDownstreamUpstream8KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第8頁Purposesofperformancemeasurement:

ToidentifywhetherwearemeetingcustomerrequirementsTohelpuseunderstandourprocessesToensuredecisionsarebasedonfacts,notonemotionToshowwhereimprovementsneedtobemadeToshowifimprovementsactuallyhappenedToidentifywhetherourcontractorsorsuppliersaremeetingourrequirements

(DepartmentofEnergy,USA)Introduction9KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第9頁Performancemeasurementshouldbeusedandintegratedintoamanagementsystemandprocess,basedonthefollowingreasons.Control:Performancemeasurementhelpsreduceprocessvariation.Continuousimprovement:Performancemeasurementhelpsidentifydefectresources,processtrends,anddefectpreventionaswellasopportunitiesforimprovement.Needtohavefeedbackbymanagement:Performancemeasurementhelpsmangersandadministratorsrealizewhatistobedone,whatisbeingdone,whentotakecorrectiveandpreventiveactions,andwhentochangetheexpectation.(DepartmentofEnergy,USA)Introduction10KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第10頁IntroductionDownstreamoroutcomes:customers,users,consumers,buyers,andstakeholders(impacts,reaction,satisfaction,financialgrowth,sales,return,replacement,recall,survival,etc.)Upstream:providers,suppliers,contractors,andvendors(relationships,partnerships,contractualagreements,etc.)11KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第11頁IntroductionOutputsIntangibleTangibleOutcomes[Satisfaction,Expectation,DesirableImpacts,etc.]12KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第12頁BasicsonMeasurementDeming“Youcannotmanagewhatyoucannotmeasure.”“Youcannotmeasurewhatyoucannotdefine.”“Youcannotdefinewhatyoudonotunderstand.”13KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第13頁BasicsonMeasurement

Mandatedby

theGovernmentPerformanceandResultsAct(GPRA)of1993

Federalagenciesmustbeaccountableandfocusonimprovingservicequalityandcustomersatisfaction.

CoupledwiththeGovernmentManagementReformActof1994whichemphasizesperformanceimprovementandopennessforannualfinancialaudit(i.e.,PART,activity-basedmanagement,performance-basedcontract,adaptiveprocessforplanningandbudgeting,ownershipcost,etc.)14KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第14頁BasicsonMeasurementThe1993GovernmentPerformanceandResultsAct(GPRA)requiresthefollowing: (1)Establishingtop-levelagency’spoliciesandobjectivesaswellasannualprogramgoals (2)Defininghowtheagencyintendstoachievetheseobjectivesandgoals (3)Demonstratehowtheagencywillmeasureitsownperformance,includingtheprograms15KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第15頁BasicsonMeasurementBushAdministration():“Performancemeasurementisnotanannualevent;ratheritisacontinuousprocessrequiringclearperformanceexpectations,periodicfeedbackforreview,andanalysisforimprovement.”BushAdministration():“Performancemeasurementisnotanoption;theonlyquestionishowwellitisdone.”16KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第16頁BasicsonMeasurementMeasurement:understandingonstatic/dynamicmeasure,andtotal-/partial-/single-factormeasure,andsurrogatemeasureStaticRatio:RevenueCostDynamicRatio: [Revenue46Revenue45]

[Cost46Cost45]17KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第17頁BasicsonMeasurementSingle-factormeasure:OutputlaborPartial-ormulti-factormeasure:Output(labor+material)Total-factormeasure:Output(labor+material+capital+machine+facility+utility+information)18KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第18頁BasicsonMeasurementCasestudyforsingle-factormeasure(laboronly):5employeesproducing500outputunitsinonemonthbyworking22dayspermonthand8hoursperday.Forthesecondmonth,600unitsweremadewith5employeesbutworking20dayswiththesameworkinghoursinoneday.[880=5228]and[800=5208]Staticmeasures(onemonth):500units880laborhours=0.57unitsperlaborhour500units5persons=100unitsperperson600units800laborhours=0.75unitsperlaborhour600units5persons=120unitsperpersonDynamicmeasures(onemonth):[(600500)][(800880)]=1.200.909=1.32or0.750.57=1.32[(600500)][(55)]=1.201.00=1.20or120100=1.20Nounitdimension!19KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第19頁BasicsonMeasurementCasestudyformulti-orpartial-factormeasure:5employeesproducing500outputunitsinonemonthbyworking22dayspermonthand8hoursperday.Forthesecondmonth,600unitsweremadewith5employeesbutworking20dayswiththesameworkinghoursinoneday.Theamountofmaterialsusedare1,000and1,250unitsrespectively.Thepricefortheoutputsforthefirstandsecondmonthis$1,000perunitwhilethecostsoflaboroverthetwomonthsis$15perlaborhourand$150permaterialunit(m2)formaterial.[880=5228]and[800=5208]Multi-orpartial-factormeasuresareasfollows.Month#1:[(5001000)][(88015)+(1000150)]=3.06Month#2:[(6001000)][(80015)+(1250150)]=3.01Months1and2: [(6001000)(5001000)]=0.98 [(80015)+(1250150)][(88015)+(1000150)]

StaticRatioStaticRatioDynamicRatio20KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第20頁BasicsonMeasurementSurrogatemeasuresrepresenttheimplicationofoutputsandinputsthataretobeexamined.Nowadays,theyareusedtoreflectupstreamanddownstreamaswell.“Transportationservices”=totalmileagetraveledortotalpassengermileagetraveledsuchastotalmilesbusesortotalmilesemployees,etc.“Restaurantservices”=levelofsatisfaction,revenue,andprofitsuchasrevenuestaffs,levelofsatisfactionelectricity,etc.“qualitystudents,”“innovationinproductdevelopment,”“qualityofworklifeforofficeworkers,”andsoon21KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第21頁BasicsonMeasurementPerformanceMeasuresorKPIsQuantitativeKPIsDescriptiveKPIsRatioFormatDataReliabilityandAccuracyQuestionnaireFormatOccurrenceFormatSize,weight,scale,reliability,andcomprehensive-nessWeight,scale,accuracy,andcomprehensive-nessDefinitionofTermsNon-ratioFormatCross-ratioFormat

Cross-ratioFormat

22KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第22頁BasicsonMeasurementRatioformat:usefulforidentifyingKPIaswellasenhancingthequalityofinformationandofinformationanalysisNormalizationfortrendanalysis,benchmarking,etc.Considerationintochangesinanorganization(suchastakeover,newproductintroduction,etc.)23KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第23頁PastandPresentProjects:InternalBenchmarkingforElectricityGeneratingAuthorityofThailand(EGAT)onGenerationandTransmissionCounterpartonBehalfofProvincialElectricityAuthority(PEA):PWCReportonProductivityandEfficiencyBenchmarkingwith5OtherPublicUtilities(PreparedfortheMinistryofEnergy)InternalBenchmarkingforPEAonDistribution

24KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第24頁BasicsonMeasurementIssuesofMeasurement“Robustness”(financialandnon-financialdimensionssuchasweight,distance,volume,time,utilityconsumption,andsoon):Labor:$,hours,andheadcountsMaterials:$,kilograms,m3,andm2

Space:$andm2Machines:$andhours25KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第25頁BasicsonMeasurementRevenuesNewCustomersRepeatedCustomersTargetGroupUnexpectedGroupPrimaryGroupSecondaryGroupRobustness26KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第26頁SystemAvailabilityReliability(Uptime)Maintainability(Downtime)OperatingTimeStandbyActiveMaintenanceTimeDelayTimeCorrectiveTimePreventiveTimeLogisticsAdministrationBasicsonMeasurementRobustness27KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第27頁BusinessandIndustries1.BadDebtasa%ofRevenue2.UnplannedOvertimeasa%ofOvertime3.%OfSupplierswith100%LotAcceptanceoverOneYear4.%OfShipmentsRequiringMoreThanOneAttempttoInvoice5.%OfCustomersUsing“Invoiceless”Processing6.RecycledMaterialValuesasa%ofPurchasedMaterialValues7.TotalTimeLostDuetoInjuries1,000,000HoursWorked8.TotalTimeLostDuetoStrikes1,000HoursWorked9.%OfQualifiedSuppliersandSubcontractorsReceiving90%ofTotalPurchasedValue

Examples28KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第28頁BusinessandIndustries%OfRequestsforEngineeringActionsOpenforMoreThanTwoWeeksSparePartsCostafterWarrantyasa%ofTotalCostSuggestedbyDesignTeamsStandardPartsinNewReleasesasa%ofTotalParts%OfPartswithTwoorMoreSuppliersSupplierswithQualityandProductivityImprovementProgramsasa%ofTotalSuppliers%OfEmploymentRequestedFilledonScheduleAverageTimetoProcessHealthandAccidentInsuranceClaims%OfEmployeesWhoHaveNotBeenTrainedinthePast12Months

Examples29KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第29頁Government(Function)InformationTechnologyExpendituresasa%ofRevenue(GovernmentofNewSouthWales,Australia)RecycledMaterialValuesasa%ofPurchasedMaterialValues(GovernmentofNewSouthWales,Australia)%OfLateReports(DepartmentofEnergy,USA)%OfErrorsinReports(DepartmentofEnergy,USA)ErrorsReportedbyOutsideAuditorsasa%ofTotalErrors(DepartmentofEnergy,USA)ErrorinTimeEstimatesTotalValueofEstimates(DepartmentofEnergy,USA)NumberofHoursLostduetoAllEquipmentDowntimeasa%ofTotalAvailableHours(DepartmentofEnergy,USA)%DeviationfromBudget(DepartmentofEnergy,USA)%VariationtoCostEstimates(DepartmentofEnergy,USA)Examples30KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第30頁Government(Program/project)byDepartmentofTradeandIndustry,UnitedKingdom

TimePredictabilityonDesign=[(ActualDurationatCommittoConstruct-theEstimatedDurationatCommittoInvest)theEstimatedDurationatCommittoInvest]100.TimePredictabilityonConstruction=[(ActualDurationatAvailableforUse-theEstimatedDurationatCommittoConstruct)theEstimatedDurationatCommittoConstruct]100.CostPredictabilityonConstruction=[(ActualCostatAvailableforUse-theEstimatedCostatCommittoConstruct)theEstimatedCostatCommittoConstruct]100DifferencesinthePlannedCompletionDurationandtheActualContract(client-agreed)CompletionDurationasa%oftheContract(client-agreed)CompletionDurationTotalNumberofChangeOrdersIssuedbytheClientProjectDurationTimeValueofworksubcontractedtoorsuppliedbyotherpartiesasa%ofTotalProjectCostExamples31KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第31頁Education%Ofgraduateswhocanfindworkwithin6months%Ofgraduateswhohavereceivedjoboffersfrommulti-nationalcorporationsPublicationsininternationaljournalsstaffsPublicationsininternationaljournalsresearchprojects%Oflaboratoryequipmentinuse%Oftextsinelectivecoursesthathavebeenpublishedinthepast10years%Ofcoursesthathaveadaptedtheuseofmulti-mediasoftware%Ofincomingstudentsfromtop-tierhighschoolsExamples32KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第32頁Dimensions(ConditionsReflectingSatisfaction)WeightRightday,lateservice1Wrongday,lateservice5Complaintsreopenedbycustomers5Missingproofofdelivery1Invoiceadjustmentrequested1Missedpick-ups10Damagedpackages10Lostpackages10Over-goods(packagesreceivedinlostandfound)5Abandonedcalls1OccurrenceFormat(Source:FedExfromNeely,1998)DescriptiveKPIs#ScorePoints33KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第33頁BasicsonMeasurementDataPerformancemeasurementInformationRolesofmeasurementistoconvertdatatoinformationfordecision/actions.Analysisofinformationforimprovement(interventionsandbudgeting),andratingandranking(externalparties)HRconsideration(tobereferredtoasappraisalnotmeasurement,andtoberelatedtofunctionaljobanalysis)involvespay-scale,parhike,placement,skilldevelopment,promotion,etc.

Thisisnotthefocusofthematerial!34KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第34頁BasicsonMeasurementPotentialProblems:Lackofknowledgeoninputsandoutputsintermsofpriorityandimpacts(Whataretheprimaryinputs?Whatconstitutestheprimaryoutputs?Whatrepresentstheinputsandoutputs?Currentdatabeingcollected?)Multipleoutputsintermsofproductsandservices[1truck+1car+1motorcycle+1repairwork4units][1TV+1radio2units]35KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第35頁BasicsonMeasurementPotentialProblems(cont.):3.Multipleinputs [10m2ofSpace+30m2ofMaterials40m2]4.Considerationmustbemadeintoatime-effectforusinginputstogenerateoutputs. [Outputs(labor+materials)] [Outputs(labor+newinvestmentcapital)]36KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第36頁BasicsonMeasurementPotentialProblems(cont.):5.

Integrationwiththedatabase(Isthedatabaserobustenough?)6.

Rapidchangesinprices(perunitofoutputs)andcosts(perunitofinputs).Youmustbeabletodifferentiatethecontributionstotheprofitswhethertheyarefromtheproductivityimprovementorthechangesinunitprice/cost.37KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第37頁023451UnitassumeconstantArbitraryorigin

IntervalScale(useofmeanandstandarddeviation)suchastemperatureandposition2nd3rd4th5th1stNounitbetweentwopointsOrder

OrdinaryScale(useofmedianandpercentiles)suchaspreferenceandstreetnumbersBasicsonMeasurement38KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第38頁023451ConstantunitNon-arbitraryzero

RatioScale(useofmeanandstandarddeviation)suchaslengthandtime#6#3#4#5#1#2#7NominalScale(useofmode)suchasassignmentofnumbersforqueuingorsportteamsBasicsonMeasurement39KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第39頁%MonthScrapandRework-to-SalesRatio(in%)DefinitionSale:thevalueofgoodsandservicessoldduringtheperiod($)ScrapandRework:thevalueintermsofcostwithrespecttodirectlabor,material,andotherindirectsupport($)Startingpoints,variation,trends,andsatisfaction?BasicsonMeasurement40KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第40頁LinkingwithAnalysis/evaluationInternalanalysis/evaluation(comparisonwithpastperformanceintermsoftrendandvariation,andwiththeinternally-establishedtargets,expectation,andanticipation)Externalanalysis/evaluation(comparisonwithstandards,benchmarks,industrialaverageswithrespecttotheindustries/clusters,benchmarkingpartners,andcompetitors)41KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第41頁LinkingwithImprovementDesirableimpactsshouldbeanticipatedpriortoimprovementinterventions.Forexample,toimproveproductivity,onemayexpectatleastoneofthefollowingfivedesirableimpacts.OutputInputOutputInputOutputInputOutputInputOutputInput42KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第42頁MoreonMeasurementDepartmentofEnergy,USAon“PerformanceFramework”SinkandTuttle’sSevenPerformanceCriteriaProfitability/budgetabilityProductivityInnovationEfficiencyQualityofWorkLifeEffectivenessQuality43KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第43頁MoreonMeasurementDefinitions:

Efficiency:Degreetowhichthesystemutilizesthe“right”thing.Thisdefinitionmayberepresentedbytheratioof“Resourcesplannedforconsumption”to“Actualconsumptionofresources.”

Effectiveness:Degreetowhichthesystemaccomplishesthe“right”thing.Thisdefinitionmayberepresentedbytheratioof“Actualoutputs”to“Plannedoutputs.”

Profitability/budgetability:Abilitytogenerateprofit/revenuebasedonresourcesconsumed

Productivity:Relationshipsbetweenoutputsgeneratedandresourcesconsumedforoutputgeneration

Quality(anywhereintheprocessmodel):

Degreetowhichthesystemconformstorequirements,specification,orexpectations.

Innovation:Abilitytochangeovertimewithinprocessesoroperations,andproducts/servicesofferedinthemarket.

QualityofWorkLife:

Reflectingonhowpeoplefeeltowardtheirworkplace.Feelingindrivenbyfactorssuchaspay,safety,culture,relationshipswithco-workersandsupervisors,flexibility,autonomy,etc44KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第44頁Sink’PerformanceCriteriaInterrelationshipsVirginiaQualityandProductivityCenteratVirginiaTech45KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第45頁MoreonSink’sQualitycheckpoint1Qualitycheckpoint2Qualitycheckpoint3Qualitycheckpoint4TQM=ManagementofQualityat5CheckpointsQualitycheckpoint546KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第46頁MoreonSink’s47KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第47頁MoreonMeasurementUniversityofCaliforniaFrameworkSafetyProductivityTimelinessQualityEffectivenessEfficiencyDefinitions:

Effectiveness:Aprocesscharacteristicindicatingthedegreetowhichtheprocessoutput(workproduct)conformstorequirements(Arewedoingtherightthings?)Efficiency:Aprocesscharacteristicindicatingthedegreetowhichtheprocessproducestherequiredoutputatminimumresourcecost.(Arewedoingthethingsright?)Quality:Degreetowhichaproductorservicemeetscustomerrequirementsandexpectations.Timeliness:Degreetowhichaunitofworkwasdonecorrectlyandontime.Criteriamustbeestablishedtodefinewhatconstitutestimelinessforagivenunitofwork.Thecriterionisusuallybasedoncustomerrequirements.Productivity:Reflectingthevalueaddedbytheprocessdividedbythevalueofthelaborandcapitalconsumed.Safety:Degreetowhichtheoverallhealthoftheorganizationandtheworkingenvironmentofitsemployees.48KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第48頁MoreonMeasurementFamilyofMeasuresFrameworkProfitabilityProductivityExternalQualityInternalQualityOtherQualityDefinitions:

Profitability:RelationshipsbetweenOutputsGeneratedandResourcesConsumedforoutputgeneration

Productivity:Thevalueaddedbytheprocessdividedbythevalueofthelaborandcapitalconsumed.

ExternalQuality:Measureswhetheraunitofworkwasdonecorrectlyandontimealsomeetscustomerrequirementsandexpectations.

InternalQuality:Aprocesscharacteristicindicatingthedegreetowhichtheprocessproducestherequiredoutputatminimumresourcecost.(Arewedoingthethingsright?)

OtherQuality:Measurestheoverallhealthoftheorganizationandtheworkingenvironmentifitsemployees.Abilitytochangeovertimewithinprocessesoroperations,andproducts/servicesofferedinthemarket49KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第49頁TransformationKurstedth,1990(ManagementSystemsLaboratoryatVirginiaTech)50KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第50頁TransformationSinkandTuttle,1989I/OAnalysisVision/StrategyReportDesignDataCollectionDesignDataAnalysisTechniquesNormalDirection?Manager?ManagementTeam?EmployeesMeasurementAndEvaluationSystemsOutput/VisibilityMeasurementAndEvaluationToolsandTechniques:DataMassagingProcessOrganizationalSystemImprovementInterventionAndTechniquesMeasurementTechniquesandSystems:DataCollectionProcessUpstreamSystemsDownstreamSystemsActionMeasurementDataPortrayalOtherAudiences:UpperManagement,GAO,OMB,Boss,Etc.“ControlLoop”PerceptionDecision51KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第51頁TransformationABCAdministertheManagementProcessBuildtheBusiness(improvement)CatertocrisesCurrentSituationSuggestsaLackofContinuousImprovementinOperationandWorkProcessesSource:Hoehn()52KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第52頁TransformationABCAdministertheManagementProcess(visibility&Control)BuildtheBusiness(improvement)CatertocrisesBalanceinTimeManagementRequiresPerformanceMeasurementandItsIntegrationwithManagementSystemsandProcessesSource:Hoehn()53KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第53頁Transformation:CommonMisuseofPerformanceMeasurement?MeasuringAwhilehopingforB.Wemeasuretheeasythings,themostpressingthings,thewrongthings;wehopeforqualitywhilemeasuringandcontrollingonlyproductionschedules.Measuringtocontrolinsuchawayastomakeimprovementmoredifficult.Wefocusoncontrolofexcess,creatingacompliancementalityratherthananimprovementorientation.Measuringtofindthosewhohaveperformedpoorlyinordertopunishthemwhileignoringthegoodperformers.Source:SinkandTuttle,198954KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第54頁Transformation:CommonMisuseofPerformanceMeasurement?Behaviorisinfluencedbymeasures“Yougetwhatyoumeasurebecausethatiswhatyourevealaswhatyouthinkisimportant.”(SinkandTuttle,1989)But,arewemeasuringtherightthings?Howdoweknowthemeasureaccuratelyreflectssystemperformance?Howdoweknowthatthemeasureisunderthecontrolofthoseit’sattributedto?Arewemeasuringtocontrolortoimprove,orboth?55KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第55頁TransformationTheManagementSystemModel(MSM)demonstratesa“general”managementprocessandthendepictstherolesofperformancemeasurementfortheunitofanalysis.(Performancemeasurement=amanagementtool)56KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第56頁BackgroundEnhancementBudgeting&PlanningStakeholders(customersandshareholders)Performance-basedManagementBalanced/completeMeasuresPerformanceMeasurementSystemsSource:Neely,199857KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第57頁BackgroundEnhancementProcessResults

FinancialResultsCustomerResults

Output/outcome-drivenperformancemeasurementat“BestBuyCorporation”58KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第58頁BackgroundEnhancementPerformanceMeasurementSystemPerformanceCriteriaandAreasMechanismCollection,Verification,Process,RetrievalofData,Reporting,Analysis,andDecision/actionsRobustDatabaseCognitiveStyleofUsersPerformanceMeasuresSystemviewofperformancemeasurement59KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第59頁BackgroundEnhancement

(USDepartmentofEnergy,FY1999)Areaofmeasurement:EngineeringFocusPerformanceMeasuresMinimum(standards)Desirable(targets)Systems/operationsManualupdatesastechnicalsupport%ofOperationsManualsupdatedinaccordancewithschedule100%within30daysofschedule100%onschedule%ofmanualsthatareaccurateandcompleteinaccordancewithapprovedschedule100%within60daysofschedule100%onscheduleMeasureVStargetsVSstandards60KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第60頁BackgroundEnhancementAreaofmeasurement:EngineeringFocusPerformanceMeasuresMinimumDesirableProvideconfigurationmanagementassistance,andmaintainintegratedschedulebaselinefortask,site,andprojectbasis%ofdeliveriesofservicesandpublications(onstandards,Federalrulesanddecisions,environmentalreports,FederalCodes,State-wideorders,andconstructionestimatingstandards)inaccordancetorequests60%ofinquiriesarecompletedandondaterequested.95%ofinquiriesarecompletedandondaterequested.%ofschedulesandreportsareupdatedandmaintainedonamonthlybasis70%ofallschedules/reportshavebeenupdated95%ofallschedules/reportshavebeenupdated61KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第61頁BackgroundEnhancementAreaofmeasurement:ManagementInformationSystemsFocusPerformanceMeasuresMinimumDesirableUsersatisfactionwithsupportactivities%ofsoftwareproblemssolvedonthefirstcalltoHelpDesk50%85%Numberofsupporthoursrequiredperend-userdevices2.0hours1.5hours%ofHelpDesktechnicianscertifiedasMicrosoftOfficeExperts25%75%62KasetsartUniversity醫(yī)療行業(yè)外國的一份績效管理第62頁BackgroundEnhancementAreaofmeasurement:ManagementInformationSystemsFocusPerformance