Introduction
The ideal for every Executive is to have a tool that allows you to have an idea of how your Company is doing at a glance.
This is achieved, in addition to having some software that allows visualization, with an arduous work of selecting the indicators that allow measuring the evolution of critical business processes.
These indicators must be fed directly from the Organization's databases, which in turn are fed by the transactional systems that allow the Companies to operate.
By this I mean that manual data transcription is not ideal since it is exposed to accidental typing errors, and sometimes not so much, that they take away the credibility of the management information.
Finally, we must bear in mind that the weakest link in the entire information chain is in the users in charge of operating the systems. It is useless to have top-quality software and hardware if the data entered into the systems is tainted with errors.
For example, suppose that a patient care system is prepared to measure care times based on the moment each act is recorded and suppose that the doctor records the information after the appointment was made, the system it will return incorrect data, in terms of total attention times.
Human Resources
Due to what has been stated in previous paragraphs, it is vitally important to dedicate all the necessary efforts to generate the necessary conditions that allow having personnel:
Highly Motivated.
Aligned with the Objectives of the Company.
With a High Level of Initiative.
Make it Efficient and Effective.
Have a Good Level of Integration.
Be Flexible and Appreciate Changes.
That it be Participatory in Decisions.
Be Creative and Contribute Ideas.
That he is adept at Regular Communication, both ascending and descending.
For this it will be necessary:
Provide Continuous Training.
Inform him of the Company's Objectives and what is expected of him.
Motivate him (institutional career, benefits for meeting goals, etc.)
Evaluate his performance.
Delegate decision-making functions.
Computer Systems: Administrative and Medical, and Databases
The computer systems, both Administrative and Medical, must be developed to interact with each other in such a way that greater efficiency can be achieved in the administration of data and in the operations of the Organization, avoiding redundancy of information and duplication of records.
The enormous potential that Information Technologies contain, will allow us to fundamentally change the way in which institutions develop their processes (Reengineering of processes).
A very simple example of what systems could do:
Suppose we need to do a medical check-up
First of all we should take an appointment with the Clinician. This could not only be done personally or by telephone through the Institution's Shift Center or Contact Center, but we could do it directly ourselves via the Internet. At the time of registration, if we were not previously attended to, our identifying data would be entered into the Patient database and the reason for the Consultation. From that moment on, this filiation record will be the one that identifies us in that Institution for life and it will never be necessary to request them again, unless there are changes to them (coverage, address, telephone, mail, etc.).
The day prior to care, the system can automatically remind the patient of his appointment with the professional via email.
At the time of care, when the patient registers with the secretary of the service, they only have to identify themselves and in any case they will be asked to confirm or complete their affiliation data.
The doctor, in his computer terminal, will have the list of patients who are waiting to be treated and what is the reason for the consultation, and based on that list he will select and treat them, without having to identify him again.
During the consultation, the data resulting from the care will be recorded in the system together with the drug prescription and the requested studies.
Regarding the medication, if the Institution has its own Pharmacy, you will be able to choose between the medication that is in stock, and choose to withdraw it at that time or request that it be sent to your home.
Regarding the studies requested, at the same time of care, you can check the availability of shifts of the Service and insert the request in the pending list, in such a way that when the patient presents himself, he will only have to be identified since all the Data necessary to carry out the study will be accessible to both the receptionist and the technician who must perform it. The results of the study will be attached to the Patient's Medical Record, so that when the patient returns to the doctor's office, he or she will have all the necessary information to arrive at the definitive diagnosis and start the corresponding treatment.
In this way, the use of the Internet, Workflow, Digital Signature, Text and Image Processors, etc., will allow us:
Improve work flow
Accelerate service delivery
Improve quality
Improve productivity
Improve competitiveness
On the other hand, the use of Standard Coding Systems will facilitate the exchange of information between Sector Institutions (Providers, Financiers, Suppliers, etc.).
Quality Indicators - Performance Meters.
When establishing criteria to select them, the following should be taken into account:
Simple understandable to who uses it quantitatively measurable (numbers)
Focused on the client according to the client's needs
To improve relative to important things to improve
Cost Consider the Cost of Measurement
Visible Exposed for all to see
Period Determined as a function of time
Aligned Related to strategic and business objectives
In short, they must be the ones who best help us in making decisions to improve a Quality System
Indicators that reveal the Commitment of the Management:
Regarding your Work Team:
Regular business meetings and breakfasts. External events in which the Institution participates and involves its staff with presentations.
- Regarding Continuous Improvement:
To act before in the treatment of Complaints, Non-conformities of the Audits, Suggestions of the Internal and External Users.
- Regarding the recognition of Personnel:
Awards for obtaining Continuous Improvement Goals proposed by the company (Diplomas, Training, money, etc.)
Indicators that reveal user satisfaction (internal and external customer)
- Periodic surveys (minimum 2 per year) Treatment of Complaints and Suggestions Retention and new clients (Prepaid) Market share Debits
Indicators to Measure Processes
- Evolution of Fixed Costs: resources used for performance. Time of Processes: Shifts, Attention, Results. Capacity used Evolution of Costs by Product. Redo studies (malfunctions) Measurement of waste. Updating of Procedures.
Indicators to Measure Processes to measure Training and Growth
- Staff Training Staff Satisfaction (with the Company, with their work) Staff Retention (turnover rate) Productivity Proactivity (Suggestions) Equipment (updating, maintenance) Implementation of new Medical and Administrative Practices.
Indicators to Measure the Processes to measure the Financial Outlook
- Net profit margin = Net operating profit / Sales Return on Assets = Net profit. Net Operat x 100 / Patrim. Net Turnover Collection Costs
Dashboard Soft
The Balanced Scorecard is more than a performance measurement system.
It also helps companies to clarify the Vision, define Strategies and translate it into action.
The balanced scorecard (BSC) or balanced scorecard (CMI) was published by RS Kaplan and D. Norton in January-February 1992 in the USA, as the tool that combines two fundamental aspects in every company:
Strategic direction and performance evaluation.
To do this, it focuses on 4 fundamental perspectives:
Financial
They are the consequence of the company's performance in the Market (Customer Service).
The client's.
They are called “Advanced Indicators”, since they provide earlier information and allow to react earlier to changes. If they give badly, sooner or later it will be reflected in a bad financial result.
Of the Internal Processes.
Customer Service depends on a correct execution of Internal Processes, both Operational and Strategic.
Of Learning and Growth.
For Internal Processes to work well, physical resources and trained people are needed.
Cause and Effect Relationship:
In the area of Learning-Growth, the company could initially establish a series of incentive plans as an interesting objective, so that employees are more satisfied with their work and are more efficient if possible.
Thus, there is no doubt that the Quality of the service would increase, this being a key objective of the internal processes area of the organization.
All of this results in greater customer satisfaction, which consequently can lead to notable customer loyalty, a very careful aspect in the Customer area.
Finally, this generates higher sales which increases profits, in a way, we are influencing the Growth Strategy of the company, which results in greater profitability and significant value creation, significant aspects of the Financial area of the company.
