医疗行业外国的一份绩效管理培训课件

1、医疗行业外国的一份绩效管理医疗行业外国的一份绩效管理OverviewManagementFunctions: planning, coordinating, and controllingProcesses: measurement, analysis/ evaluation, and improvementEmphasis on the organizational and functional level2医疗行业外国的一份绩效管理OverviewManagementFunctions: pOverviewMeasurement: understanding of the term KPI

2、 or performance measures, identification of the KPI, application of MFPMM, audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target settingAnalysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysisIm

3、provement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnership3医疗行业外国的一份绩效管理OverviewMeasurement: understanOverviewWhat reflects or represents the term performance? Kaplan and Norton (1992): Financial, customer, internal busines

4、s, and innovation/ learningSink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiencyHarper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation4医疗行业外国的一份绩效管理OverviewWhat refle

5、cts or repreIntroductionMulti-national, national, and industrial levelsOrganizational, functional, program, and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar5医疗行业外国的一份绩效管理IntroductionMulti-national, naIntroductionMeasuring productiv

6、ity/ performance requires a system view of an organization or a unit of analysis.Measuring productivity/ performance is common.Understanding of impacts from low productivity is critical for management (competitiveness).Understanding of unit dimensions and definitions are essential for measurement.6医

7、疗行业外国的一份绩效管理IntroductionMeasuring productiIntroductionOngoing Issues for “Productivity” ManagementTotal-, multi-, and single-factor productivity considerationCombination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, repo

8、rting and information format on tabular and/or graphical forms, etc.) as well as output factors7医疗行业外国的一份绩效管理IntroductionOngoing Issues forIntroductionSystem View of an Organization ProcessesOutputsInputsDownstreamUpstream8医疗行业外国的一份绩效管理IntroductionSystem View of an Purposes of performance measuremen

9、t: To identify whether we are meeting customer requirementsTo help use understand our processesTo ensure decisions are based on facts, not on emotionTo show where improvements need to be madeTo show if improvements actually happenedTo identify whether our contractors or suppliers are meeting our req

10、uirements (Department of Energy, USA)Introduction9医疗行业外国的一份绩效管理Purposes of performance measurPerformance measurement should be used and integrated into a management system and process, based on the following reasons.Control: Performance measurement helps reduce process variation.Continuous improveme

11、nt: Performance measurement helps identify defect resources, process trends, and defect prevention as well as opportunities for improvement.Need to have feedback by management: Performance measurement helps mangers and administrators realize what is to be done, what is being done, when to take corre

12、ctive and preventive actions, and when to change the expectation.(Department of Energy, USA)Introduction10医疗行业外国的一份绩效管理Performance measurement shouldIntroductionDownstream or outcomes: customers, users, consumers, buyers, and stakeholders (impacts, reaction, satisfaction, financial growth, sales, re

13、turn, replacement, recall, survival, etc.) Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)11医疗行业外国的一份绩效管理IntroductionDownstream or outcIntroductionOutputsIntangibleTangibleOutcomesSatisfaction, Expectation, Desirable Impacts, etc.1

14、2医疗行业外国的一份绩效管理IntroductionOutputsIntangibleTBasics on MeasurementDeming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not understand.”13医疗行业外国的一份绩效管理Basics on MeasurementDeming “YBasics on Measurement Mandated by the Governme

15、nt Performance and Results Act (GPRA) of 1993 Federal agencies must be accountable and focus on improving service quality and customer satisfaction. Coupled with the Government Management Reform Act of 1994 which emphasizes performance improvement and openness for annual financial audit (i.e., PART,

16、 activity-based management, performance-based contract, adaptive process for planning and budgeting, ownership cost, etc.)14医疗行业外国的一份绩效管理Basics on Measurement MandatedBasics on MeasurementThe 1993 Government Performance and Results Act (GPRA) requires the following:(1) Establishing top-level agencys

17、 policies and objectives as well as annual program goals(2) Defining how the agency intends to achieve these objectives and goals(3) Demonstrate how the agency will measure its own performance, including the programs15医疗行业外国的一份绩效管理Basics on MeasurementThe 1993 Basics on MeasurementBush Administratio

18、n (2001): “Performance measurement is not an annual event; rather it is a continuous process requiring clear performance expectations, periodic feedback for review, and analysis for improvement.” Bush Administration (2001): “Performance measurement is not an option; the only question is how well it

19、is done.”16医疗行业外国的一份绩效管理Basics on MeasurementBush AdmiBasics on MeasurementMeasurement: understanding on static/dynamic measure, and total-/ partial-/ single- factor measure, and surrogate measureStatic Ratio: Revenue CostDynamic Ratio:Revenue46 Revenue45 Cost46 Cost4517医疗行业外国的一份绩效管理Basics on Measur

20、ementMeasuremeBasics on MeasurementSingle-factor measure: Output laborPartial- or multi-factor measure: Output (labor + material)Total-factor measure: Output (labor + material + capital + machine + facility + utility + information)18医疗行业外国的一份绩效管理Basics on MeasurementSingle-faBasics on MeasurementCas

21、e study for single-factor measure (labor only): 5 employees producing 500 output units in one month by working 22 days per month and 8 hours per day. For the second month, 600 units were made with 5 employees but working 20 days with the same working hours in one day. 880 = 5 22 8 and 800 = 5 20 8St

22、atic measures (one month):500 units 880 labor hours = 0.57 units per labor hour500 units 5 persons = 100 units per person600 units 800 labor hours = 0.75 units per labor hour600 units 5 persons = 120 units per personDynamic measures (one month):(600 500) (800 880) = 1.20 0.909 = 1.32 or0.75 0.57 = 1

23、.32(600 500) (5 5) = 1.20 1.00 = 1.20 or120 100 = 1.20 No unit dimension!19医疗行业外国的一份绩效管理Basics on MeasurementCase studBasics on MeasurementCase study for multi- or partial- factor measure: 5 employees producing 500 output units in one month by working 22 days per month and 8 hours per day. For the s

24、econd month, 600 units were made with 5 employees but working 20 days with the same working hours in one day. The amount of materials used are 1,000 and 1,250 units respectively. The price for the outputs for the first and second month is $1,000 per unit while the costs of labor over the two months

25、is $15 per labor hour and $150 per material unit (m2) for material. 880 = 5 22 8 and 800 = 5 20 8Multi- or partial- factor measures are as follows.Month # 1: (500 1000) (880 15) + (1000 150) = 3.06Month # 2: (600 1000) (800 15) + (1250 150) = 3.01Months 1 and 2: (600 1000) (500 1000) = 0.98 (800 15)

26、 + (1250 150) (880 15) + (1000 150) Static RatioStatic RatioDynamic Ratio20医疗行业外国的一份绩效管理Basics on MeasurementCase studBasics on MeasurementSurrogate measures represent the implication of outputs and inputs that are to be examined. Nowadays, they are used to reflect upstream and downstream as well.“T

27、ransportation services” = total mileage traveled or total passenger mileage traveled such as total miles buses or total miles employees, etc.“Restaurant services” = level of satisfaction, revenue, and profit such as revenue staffs, level of satisfaction electricity, etc. “quality students,” “innovat

28、ion in product development,” “quality of work life for office workers,” and so on21医疗行业外国的一份绩效管理Basics on MeasurementSurrogateBasics on MeasurementPerformance Measures or KPIsQuantitative KPIsDescriptive KPIsRatio FormatData Reliability and AccuracyQuestionnaire FormatOccurrence FormatSize, weight,

29、scale, reliability, and comprehensive-ness Weight, scale, accuracy, and comprehensive-nessDefinition of TermsNon-ratio FormatCross-ratio Format Cross-ratio Format 22医疗行业外国的一份绩效管理Basics on MeasurementPerformanBasics on MeasurementRatio format: useful for identifying KPI as well as enhancing the quali

30、ty of information and of information analysis Normalization for trend analysis, benchmarking, etc. Consideration into changes in an organization (such as takeover, new product introduction, etc.)23医疗行业外国的一份绩效管理Basics on MeasurementRatio forPast and Present Projects: Internal Benchmarking for Electri

31、city Generating Authority of Thailand (EGAT) on Generation and Transmission Counterpart on Behalf of Provincial Electricity Authority (PEA): PWC Report on Productivity and Efficiency Benchmarking with 5 Other Public Utilities (Prepared for the Ministry of Energy) Internal Benchmarking for PEA on Dis

32、tribution 24医疗行业外国的一份绩效管理Past and Present Projects:24医疗Basics on MeasurementIssues of Measurement “Robustness”(financial and non-financial dimensions such as weight, distance, volume, time, utility consumption, and so on): Labor: $, hours, and headcounts Materials: $, kilograms, m3, and m2 Space: $

33、and m2 Machines: $ and hours25医疗行业外国的一份绩效管理Basics on MeasurementIssues ofBasics on MeasurementRevenuesNew CustomersRepeated CustomersTarget GroupUnexpected GroupPrimary GroupSecondary GroupRobustness26医疗行业外国的一份绩效管理Basics on MeasurementRevenuesNSystem AvailabilityReliability (Uptime)Maintainability (

34、Downtime)Operating TimeStandbyActive Maintenance TimeDelay TimeCorrective TimePreventive TimeLogisticsAdministrationBasics on MeasurementRobustness27医疗行业外国的一份绩效管理System AvailabilityReliabilityBusiness and Industries1. Bad Debt as a % of Revenue2. Unplanned Overtime as a % of Overtime3. % Of Supplier

35、s with 100% Lot Acceptance over One Year4. % Of Shipments Requiring More Than One Attempt to Invoice5. % Of Customers Using “Invoiceless” Processing6. Recycled Material Values as a % of Purchased Material Values 7. Total Time Lost Due to Injuries 1,000,000 Hours Worked 8. Total Time Lost Due to Stri

36、kes 1,000 Hours Worked 9. % Of Qualified Suppliers and Subcontractors Receiving 90% of Total Purchased Value Examples28医疗行业外国的一份绩效管理Business and IndustriesExampleBusiness and Industries% Of Requests for Engineering Actions Open for More Than Two Weeks Spare Parts Cost after Warranty as a % of Total

37、Cost Suggested by Design Teams Standard Parts in New Releases as a % of Total Parts % Of Parts with Two or More Suppliers Suppliers with Quality and Productivity Improvement Programs as a % of Total Suppliers % Of Employment Requested Filled on Schedule Average Time to Process Health and Accident In

38、surance Claims % Of Employees Who Have Not Been Trained in the Past 12 Months Examples29医疗行业外国的一份绩效管理Business and IndustriesExampleGovernment (Function)Information Technology Expenditures as a % of Revenue (Government of New South Wales, Australia )Recycled Material Values as a % of Purchased Materi

39、al Values (Government of New South Wales, Australia )% Of Late Reports (Department of Energy, USA) % Of Errors in Reports (Department of Energy, USA) Errors Reported by Outside Auditors as a % of Total Errors (Department of Energy, USA)Error in Time Estimates Total Value of Estimates (Department of

40、Energy, USA) Number of Hours Lost due to All Equipment Downtime as a % of Total Available Hours (Department of Energy, USA)% Deviation from Budget (Department of Energy, USA)% Variation to Cost Estimates (Department of Energy, USA)Examples30医疗行业外国的一份绩效管理Government (Function)Examples3Government (Prog

41、ram/project) by Department of Trade and Industry, United Kingdom Time Predictability on Design = (Actual Duration at Commit to Construct - the Estimated Duration at Commit to Invest) the Estimated Duration at Commit to Invest 100.Time Predictability on Construction = (Actual Duration at Available fo

42、r Use - the Estimated Duration at Commit to Construct) the Estimated Duration at Commit to Construct 100.Cost Predictability on Construction = (Actual Cost at Available for Use - the Estimated Cost at Commit to Construct) the Estimated Cost at Commit to Construct 100Differences in the Planned Comple

43、tion Duration and the Actual Contract (client-agreed) Completion Duration as a % of the Contract (client-agreed) Completion Duration Total Number of Change Orders Issued by the Client Project Duration Time Value of work subcontracted to or supplied by other parties as a % of Total Project CostExampl

44、es31医疗行业外国的一份绩效管理Government (Program/project) bEducation% Of graduates who can find work within 6 months% Of graduates who have received job offers from multi-national corporationsPublications in international journals staffsPublications in international journals research projects% Of laboratory equ

45、ipment in use% Of texts in elective courses that have been published in the past 10 years% Of courses that have adapted the use of multi-media software% Of incoming students from top-tier high schoolsExamples32医疗行业外国的一份绩效管理EducationExamples32医疗行业外国的一份绩效Dimensions (Conditions Reflecting Satisfaction)

46、WeightRight day, late service1Wrong day, late service5Complaints reopened by customers5Missing proof of delivery1Invoice adjustment requested1Missed pick-ups10Damaged packages10Lost packages10Over-goods (packages received in lost and found)5Abandoned calls1Occurrence Format (Source: FedEx from Neely

47、, 1998)Descriptive KPIs#ScorePoints33医疗行业外国的一份绩效管理Dimensions (Conditions ReflectBasics on MeasurementDataPerformance measurementInformation Roles of measurement is to convert data to information for decision/actions. Analysis of information for improvement (interventions and budgeting), and rating a

48、nd ranking (external parties) HR consideration (to be referred to as appraisal not measurement, and to be related to functional job analysis) involves pay-scale, par hike, placement, skill development, promotion, etc. This is not the focus of the material!34医疗行业外国的一份绩效管理Basics on MeasurementDataPerf

49、oBasics on MeasurementPotential Problems:Lack of knowledge on inputs and outputs in terms of priority and impacts (What are the primary inputs? What constitutes the primary outputs? What represents the inputs and outputs? Current data being collected?)Multiple outputs in terms of products and servic

50、es 1 truck + 1 car + 1 motorcycle + 1 repair work 4 units 1 TV + 1 radio 2 units35医疗行业外国的一份绩效管理Basics on MeasurementPotentialBasics on MeasurementPotential Problems (cont.):3. Multiple inputs10 m2 of Space + 30 m2 of Materials 40 m24. Consideration must be made into a time-effect for using inputs to

51、 generate outputs. Outputs (labor + materials)Outputs (labor + new investment capital)36医疗行业外国的一份绩效管理Basics on MeasurementPotentialBasics on MeasurementPotential Problems (cont.):5. Integration with the database (Is the database robust enough?)6. Rapid changes in prices (per unit of outputs) and cos

52、ts (per unit of inputs). You must be able to differentiate the contributions to the profits whether they are from the productivity improvement or the changes in unit price/ cost.37医疗行业外国的一份绩效管理Basics on MeasurementPotential023451Unit assume constantArbitrary origin Interval Scale (use of mean and st

53、andard deviation) such as temperature and position2nd3rd4th5th1stNo unit between two pointsOrder Ordinary Scale (use of median and percentiles) such as preference and street numbersBasics on Measurement38医疗行业外国的一份绩效管理023451Unit assume constantArbi023451Constant unitNon-arbitrary zero Ratio Scale (us

54、e of mean and standard deviation) such as length and time# 6# 3# 4# 5# 1# 2# 7Nominal Scale (use of mode) such as assignment of numbers for queuing or sport teamsBasics on Measurement39医疗行业外国的一份绩效管理023451Constant unitNon-arbitra%MonthScrap and Rework- to- Sales Ratio (in %)DefinitionSale: the value

55、of goods and services sold during the period ($)Scrap and Rework: the value in terms of cost with respect to direct labor, material, and other indirect support ($)Starting points, variation, trends, and satisfaction?Basics on Measurement40医疗行业外国的一份绩效管理%MonthScrap and Rework- to- SaLinking with Analy

56、sis/ evaluationInternal analysis/ evaluation (comparison with past performance in terms of trend and variation, and with the internally-established targets, expectation, and anticipation)External analysis/ evaluation (comparison with standards, benchmarks, industrial averages with respect to the ind

57、ustries/ clusters, benchmarking partners, and competitors)41医疗行业外国的一份绩效管理Linking with Analysis/ evaluatLinking with ImprovementDesirable impacts should be anticipated prior to improvement interventions. For example, to improve productivity, one may expect at least one of the following five desirable

58、 impacts.OutputInputOutputInputOutputInputOutputInputOutputInput42医疗行业外国的一份绩效管理Linking with ImprovementDesiraMore on MeasurementDepartment of Energy, USA on “Performance Framework”Sink and Tuttles Seven Performance CriteriaProfitability/ budgetabilityProductivityInnovationEfficiencyQuality of Work L

59、ifeEffectivenessQuality43医疗行业外国的一份绩效管理More on MeasurementDepartment More on MeasurementDefinitions: Efficiency: Degree to which the system utilizes the “right” thing. This definition may be represented by the ratio of “Resources planned for consumption” to “Actual consumption of resources.” Effectiv

60、eness: Degree to which the system accomplishes the “right” thing. This definition may be represented by the ratio of “Actual outputs” to “Planned outputs.” Profitability/budgetability: Ability to generate profit/revenue based on resources consumed Productivity: Relationships between outputs generate