1、医疗行业外国的一份医疗行业外国的一份绩效管理绩效管理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OverviewMeasurement:understanding of the term KPI or performance measures,identificatio
2、n 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 analysisImprovement:outsourcing,development of manufacturing
3、 strategies,integration of knowledge learned on logistics and supplier partnership3医疗行业外国的一份绩效管理OverviewWhat reflects or represents the term?Kaplan and Norton(1992):Financial,customer,internal business,and innovation/learningSink and Tuttle(1989):Profitability,productivity,quality,quality of work li
4、fe,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IntroductionMulti-national,national,and industrial levelsOrganizational,functional,program,and project levelsTeam and individual levelsI
5、ndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar5医疗行业外国的一份绩效管理Introduction(1)Measuring productivity/performance requires a system view of an organization or a unit of analysis.(2)Measuring productivity/performance is common.(3)Understanding of impacts from low productivity is
6、 critical for management(competitiveness).(4)Understanding of unit dimensions and definitions are essential for measurement.6医疗行业外国的一份绩效管理IntroductionOngoing Issues for“Productivity”Management(1)Total-,multi-,and single-factor productivity consideration(2)Combination of various input factors(conside
7、ration into weight of each input,data collected such as intangible assets,unit dimensions,reporting 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IntroductionSystem View of an Organization ProcessesOutputsInputsDownstreamUpstream8医疗行业外国的一份绩效管理Pu
8、rposes of performance measurement: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
9、 suppliers are meeting our requirements(Department of Energy,USA)Introduction9医疗行业外国的一份绩效管理Performance 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 improvement:P
10、erformance 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 corrective and
11、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IntroductionDownstream or outcomes:customers,users,consumers,buyers,and stakeholders(impacts,reaction,satisfaction,financial growth,sales,return,replacement,recall,survival,etc.)Upstream:provid
12、ers,suppliers,contractors,and vendors(relationships,partnerships,contractual agreements,etc.)11医疗行业外国的一份绩效管理IntroductionOutputsIntangibleTangibleOutcomesSatisfaction,Expectation,Desirable Impacts,etc.12医疗行业外国的一份绩效管理Basics on MeasurementDeming“You cannot manage what you cannot measure.”“You cannot me
13、asure 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 Measurement Mandated by the Government Performance and Results Act(GPRA)of 1993 Federal agencies must be accountable and focus on improving service quality and customer satisfaction.Coupled with the
14、 Government Management Reform Act of 1994 which emphasizes performance improvement and openness for annual financial audit(i.e.,PART,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 MeasurementThe 1993 Gover
15、nment Performance and Results Act(GPRA)requires the following:(1)Establishing top-level agencys 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
16、programs15医疗行业外国的一份绩效管理Basics on MeasurementBush Administration(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 measureme
17、nt is not an option;the only question is how well it is done.”16医疗行业外国的一份绩效管理Basics 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
18、Basics 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 MeasurementCase study for single-factor measure(labor only):5 employees prod
19、ucing 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 8Static measures(one month):500 units 880 labor hours=0.57 units per labor
20、 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=1.32(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
21、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 second month,600 units were made with 5 employees but working 20 days with the same working hours in one day.The amount of materia
22、ls 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 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 follo
23、ws.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)+(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 MeasurementSurrogate measures represent the implication of outputs and in
24、puts that are to be examined.Nowadays,they are used to reflect upstream and downstream as well.“Transportation 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 su
25、ch as revenue staffs,level of satisfaction electricity,etc.“quality students,”“innovation 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 MeasurementPerformance Measures or KPIsDescriptive KPIsData Reliability and AccuracyQuestionnaire FormatOccurr
26、ence FormatSize,weight,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 MeasurementRatio format:useful for identifying KPI as well as enhancing the quality of informa
27、tion and of information analysisr Normalization for trend analysis,benchmarking,etc.r 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Past and Present Projects:Internal Benchmarking for Electricity Generating Authority of Thailand(EGAT)on G
28、eneration 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 Distribution 24医疗行业外国的一份绩效管理Basics on MeasurementIssues
29、of Measurement“Robustness”(financial and non-financial dimensions such as weight,distance,volume,time,utility consumption,and so on):Labor:$,hours,and headcounts Materials:$,kilograms,m3,and m2 Space:$and m2 Machines:$and hours25医疗行业外国的一份绩效管理Basics on MeasurementRevenuesNew CustomersRepeated Custome
30、rsTarget GroupUnexpected GroupPrimary GroupSecondary GroupRobustness26医疗行业外国的一份绩效管理System AvailabilityReliability(Uptime)Maintainability(Downtime)Operating TimeStandbyActive Maintenance TimeDelay TimeCorrective TimePreventive TimeLogisticsAdministrationBasics on MeasurementRobustness27医疗行业外国的一份绩效管理B
31、usiness and Industries1.Bad Debt as a%of Revenue2.Unplanned Overtime as a%of Overtime3.%Of Suppliers 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
32、 7.Total Time Lost Due to Injuries 1,000,000 Hours Worked 8.Total Time Lost Due to Strikes 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 Industries1.%Of Requests for Engineering Actions Open for More Than Two
33、 Weeks 2.Spare Parts Cost after Warranty as a%of Total Cost Suggested by Design Teams 3.Standard Parts in New Releases as a%of Total Parts 4.%Of Parts with Two or More Suppliers 5.Suppliers with Quality and Productivity Improvement Programs as a%of Total Suppliers 6.%Of Employment Requested Filled o
34、n Schedule 7.Average Time to Process Health and Accident Insurance Claims 8.%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Government(Function)1.Information Technology Expenditures as a%of Revenue(Government of New South Wales,Australia)2.Recycled Material Value
35、s as a%of Purchased Material Values(Government of New South Wales,Australia)3.%Of Late Reports(Department of Energy,USA)4.%Of Errors in Reports(Department of Energy,USA)5.Errors Reported by Outside Auditors as a%of Total Errors(Department of Energy,USA)6.Error in Time Estimates Total Value of Estima
36、tes(Department of Energy,USA)7.Number of Hours Lost due to All Equipment Downtime as a%of Total Available Hours(Department of Energy,USA)8.%Deviation from Budget(Department of Energy,USA)9.%Variation to Cost Estimates(Department of Energy,USA)Examples30医疗行业外国的一份绩效管理Government(Program/project)by Depa
37、rtment of Trade and Industry,United Kingdom 1.Time Predictability on Design=(Actual Duration at Commit to Construct-the Estimated Duration at Commit to Invest)the Estimated Duration at Commit to Invest 100.2.Time Predictability on Construction=(Actual Duration at Available for Use-the Estimated Dura
38、tion at Commit to Construct)the Estimated Duration at Commit to Construct 100.3.Cost Predictability on Construction=(Actual Cost at Available for Use-the Estimated Cost at Commit to Construct)the Estimated Cost at Commit to Construct 1004.Differences in the Planned Completion Duration and the Actual
39、 Contract(client-agreed)Completion Duration as a%of the Contract(client-agreed)Completion Duration 5.Total Number of Change Orders Issued by the Client Project Duration Time 6.Value of work subcontracted to or supplied by other parties as a%of Total Project CostExamples31医疗行业外国的一份绩效管理Education1.%Of
40、graduates who can find work within 6 months2.%Of graduates who have received job offers from multi-national corporations3.Publications in international journals staffs4.Publications in international journals research projects5.%Of laboratory equipment in use6.%Of texts in elective courses that have
41、been published in the past 10 years7.%Of courses that have adapted the use of multi-media software8.%Of incoming students from top-tier high schoolsExamples32医疗行业外国的一份绩效管理Dimensions(Conditions Reflecting Satisfaction)WeightRight day,late service1Wrong day,late service5Complaints reopened by customer
42、s5Missing proof of delivery1Invoice adjustment requested1Missed pick-ups10Damaged packages10Lost packages10Over-goods(packages received in lost and found)5Abandoned calls1Occurrence Format(Source:FedEx from Neely,1998)Descriptive KPIsScorePoints33医疗行业外国的一份绩效管理Basics on MeasurementDataPerformance mea
43、surementInformation Roles of measurement is to convert data to information for decision/actions.Analysis of information for improvement(interventions and budgeting),and rating and ranking(external parties)HR consideration(to be referred to as appraisal not measurement,and to be related to functional
44、 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 MeasurementPotential Problems:1.Lack of knowledge on inputs and outputs in terms of priority and impacts(What are the primary inputs?What constitutes the
45、 primary outputs?What represents the inputs and outputs?Current data being collected?)2.Multiple outputs in terms of products and services 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 MeasurementPotential Problems(cont.):3.Multiple inputs10 m2 of Spac
46、e+30 m2 of Materials 40 m24.Consideration must be made into a time-effect for using inputs to 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 MeasurementPotential Problems(cont.):5.Integration with the database(Is the database robust enough?)6
47、.Rapid changes in prices(per unit of outputs)and costs(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023451Unit assume constantArbitrary origin Interval Scale(
48、use of mean and standard 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023451Constant unitNon-arbitrary zero Ratio Scale(use of mean and st
49、andard 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%MonthScrap and Rework-to-Sales Ratio(in%)DefinitionSale:the value of goods and services sold during the period($)Scrap and Rewo
50、rk: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Linking with Analysis/evaluation1.Internal analysis/evaluation(comparison with past performance in terms of trend and
