医疗行业外国的一份绩效管理(英文)(课件.ppt
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1、Topic:Performance ManagementKongkiti Phusavat,Ph.D.Associate ProfessorInternational Graduate Program in Industrial EngineeringKasetsart UniversityBangkok,Thailand1OverviewManagementFunctions:planning,coordinating,and controllingProcesses:measurement,analysis/evaluation,and improvementEmphasis on the
2、 organizational and functional level2OverviewMeasurement:understanding of the term KPI 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 understandi
3、ng with MCPMT,benchmarking process,and scorecard and root-cause analysisImprovement:outsourcing,development of manufacturing strategies,integration of knowledge learned on logistics and supplier partnership3OverviewWhat reflects or represents the term?Kaplan and Norton(1992):Financial,customer,inter
4、nal business,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 allocation4IntroductionMulti-national,national,an
5、d industrial levelsOrganizational,functional,program,and project levelsTeam and individual levelsIndividual levelManagementWorkforcesKnowledge and white-collarBlue-collar5Introduction(1)Measuring productivity/performance requires a system view of an organization or a unit of analysis.(2)Measuring pr
6、oductivity/performance is common.(3)Understanding of impacts from low productivity is critical for management(competitiveness).(4)Understanding of unit dimensions and definitions are essential for measurement.6IntroductionOngoing Issues for“Productivity”Management(1)Total-,multi-,and single-factor p
7、roductivity consideration(2)Combination of various input factors(consideration 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 factors7IntroductionSystem View of an Organizati
8、on ProcessesOutputsInputsDownstreamUpstream8Purposes 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
9、happenedTo identify whether our contractors or suppliers are meeting our requirements(Department of Energy,USA)Introduction9Performance measurement should be used and integrated into a management system and process,based on the following reasons.Control:Performance measurement helps reduce process v
10、ariation.Continuous improvement: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
11、done,when to take corrective and preventive actions,and when to change the expectation.(Department of Energy,USA)Introduction10IntroductionDownstream or outcomes:customers,users,consumers,buyers,and stakeholders(impacts,reaction,satisfaction,financial growth,sales,return,replacement,recall,survival,
12、etc.)Upstream:providers,suppliers,contractors,and vendors(relationships,partnerships,contractual agreements,etc.)11IntroductionOutputsIntangibleTangibleOutcomesSatisfaction,Expectation,Desirable Impacts,etc.12Basics on MeasurementDeming“You cannot manage what you cannot measure.”“You cannot measure
13、what you cannot define.”“You cannot define what you do not understand.”13Basics 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 Government Managem
14、ent 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.)14Basics on MeasurementThe 1993 Government Performance and Results Ac
15、t(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 programs15Basics on MeasurementB
16、ush 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 measurement is not an option;the only question is how
17、well it is done.”16Basics on MeasurementMeasurement:understanding on static/dynamic measure,and total-/partial-/single-factor measure,and surrogate measureStatic Ratio:Revenue CostDynamic Ratio:Revenue46 Revenue45 Cost46 Cost4517Basics on MeasurementSingle-factor measure:Output laborPartial-or multi
18、-factor measure:Output (labor+material)Total-factor measure:Output (labor+material+capital+machine+facility+utility+information)18Basics on MeasurementCase 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
19、.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 hour500 units 5 persons=100 units per person600 units 800 labor hours=0.75 units pe
20、r 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!19Basics on MeasurementCase study for multi-or partial-factor measure:5 employees producing 500 output uni
21、ts 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 materials used are 1,000 and 1,250 units respectively.The price for the outputs for the first and second
22、 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 follows.Month#1:(500 1000)(880 15)+(1000 150)=3.06Month#2:(600 1000)(800 15)+(1250 150)=3.01Months 1 a
23、nd 2:(600 1000)(500 1000)=0.98(800 15)+(1250 150)(880 15)+(1000 150)Static RatioStatic RatioDynamic Ratio20Basics 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.“Transportation
24、 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,”“innovation in product developme
25、nt,”“quality of work life for office workers,”and so on21Basics on MeasurementPerformance Measures or KPIsDescriptive KPIsData Reliability and AccuracyQuestionnaire FormatOccurrence FormatSize,weight,scale,reliability,and comprehensive-ness Weight,scale,accuracy,and comprehensive-nessDefinition of T
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