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Performance Management Pelle Gustafson. Ortopediska kliniken SUS - ständigt lite bättre -. Performance Management. 37 900 000 hits on Google 110410 ”the company's strategy and methodological process to steer an organization towards common goals” - PowerPoint PPT Presentation
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Ortopediska kliniken SUS- ständigt lite bättre -
Performance Management
Pelle Gustafson
Performance Management
Ortopediska kliniken SUS- ständigt lite bättre -
• 37 900 000 hits on Google 110410
• ”the company's strategy and methodological process to
steer an organization towards common goals”
• ”the use of statistical evidence to determine progress
toward specific defined organizational objectives”
Performance Management in reality
Ortopediska kliniken SUS- ständigt lite bättre -
• what to measure?
• how to measure?
• who to measure?
• how to make visible?
• pitfalls?
Performance Management – what to measure?
Ortopediska kliniken SUS- ständigt lite bättre -
• if teamwork is wanted, this should be measured!
• if solo performances are wanted, this should be measured…
• what you measure is what you want to develop:
• customer (patient) satisfaction
• production measures
• lead times
• quality
• defects
• employee satisfaction
Performance Management – how to measure?
Ortopediska kliniken SUS- ständigt lite bättre -
• do not measure too many things
• accept that you do not always measure primary effects
• accept that “scientific significance” will not always exist
• simple systems – pen and paper
• try to measure “when it happens”
• enable conversion into percentage
• mix broad and narrow measures
• try to find measures that can be found also in retrospect
Performance Management – who to measure?
Ortopediska kliniken SUS- ständigt lite bättre -
• those who do the work should measure
• some measurements of encompassing nature can be done
centrally
Performance Management – how make it visible?
Ortopediska kliniken SUS- ständigt lite bättre -
• visual guiding preferred
• show as often as needed
• may be found in the computer
• has to be posted on the walls
Surgeon judged quality of operations for hip fracture
Venn-diagrams
70%
75%
80%
85%
90%
95%
100%
2008-01 2008-02 2008-03 2008-04 2008-05 2008-06 2008-07 2008-08 2008-09 2008-10 2008-11 2008-12
Totalt - Korrekt op-kvalitet Ackumulerat 12 mån - Korrekt op-kvalitet
70%
75%
80%
85%
90%
95%
100%
2008-01 2008-02 2008-03 2008-04 2008-05 2008-06 2008-07 2008-08 2008-09 2008-10 2008-11 2008-12
Totalt - Korrekt op-kvalitet Ackumulerat 12 mån - Korrekt op-kvalitet
Surgeon judged quality of operations for hip fracture
70%
75%
80%
85%
90%
95%
100%
2010-09 2010-10 2010-11 2010-12 2011-01 2011-02 2011-03 2011-04 2011-05 2011-06 2011-07 2011-08
Totalt - Korrekt op-kvalitet Ackumulerat 12 mån - Korrekt op-kvalitet
Surgeon judged quality of operations for hip fracture
30%
40%
50%
60%
70%
80%
90%
100%
2010-09 2010-10 2010-11 2010-12 2011-01 2011-02 2011-03 2011-04 2011-05 2011-06 2011-07 2011-08
Ortopediska kliniken SUS- ständigt lite bättre -
Fraction of hip fracture patients operated within 24 h, Lund
30%
40%
50%
60%
70%
80%
90%
100%
2010-09 2010-10 2010-11 2010-12 2011-01 2011-02 2011-03 2011-04 2011-05 2011-06 2011-07 2011-08
Ortopediska kliniken SUS- ständigt lite bättre -
Fraction of hip fracture patients operated within 24 h, Malmö
”smilies”
Employee satisfaction
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2011
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2011
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Andel övervägande positiva Ackumulerad andel (4 veckor) övervägande positiva
Employee satisfaction
the Visual Analog Scalethe Visual Analog Scale
Patient satisfaction
Patient satisfaction
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2011
-11
2011
-12
2011
-13
2011
-14
2011
-15
2011
-16
2011
-17
2011
-18
2011
-19
2011
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2011
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2011
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2011
-27
2011
-28
2011
-29
2011
-30
2011
-31
2011
-32
2011
-33
2011
-34
2011
-35
2011
-36
Andel övervägande positiva Ackumulerad andel (4 veckor) övervägande positiva
Performance Management - pitfalls
Ortopediska kliniken SUS- ständigt lite bättre -
• wrong measures
• too many measures
• cheating
• stops measuring
• too complicated
Ortopediska kliniken SUS- ständigt lite bättre -
”To carve mistakes in sand, and success in stone”(B Franklin)
