Abstract
Currently, many Western countries are seeking ways to increase the efficiency and quality of health care. These efforts reflect stakeholders’ expectations of improving performance in response to two important challenges. First, health care expenditures rise continuously and question the financial sustainability of current delivery systems. Secondly, health care systems suffer from unexplained variability and gaps in the quality of the patient-centered care. To make hospitals more patient-centered it is necessary to intervene on patient flow logistics. This assumes an integrated view on patient, material and information flows to align the different steps in the care process with the supporting processes and the required resources. Consequently, the development of process-oriented performance measurement systems is crucial. Most performance measures in hospitals are not process-oriented at the moment and cannot help a health care system to better synchronize the patient, material and information flows. This research describes a method to develop a reliable and valid set of both quality-focused and process-oriented key performance indicators and applies the findings to a case study on the process of hip replacement patients taking the opinion of internal stakeholders into account.
Keywords
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Abo-Hamad W, Arisha A (2013) Simulation-based framework to improve patient experience in an emergency department. Eur J Oper Res 224(1):154–166. doi:10.1016/j.ejor.2012.07.028
Aidemark L-G (2001) The meaning of balanced scorecards in the health care organisation. Financ Account Manag 17(1):23–40
Ambler T (2003) Marketing and the bottom line, 2nd edn. Financial Times Prentice Hall, London
Baltacioglu T, Ada E, Kaplan MD et al (2007) A new framework for service supply chains. Serv Ind J 27(2):105–124. doi:10.1080/02642060601122629
Bauer K (2004) KPIs—the metrics that drive performance management. DM Rev 14(9):63
Becker B, Formisano A, Roger MD (2006) Strategic planning for departmental divisions in an academic health care centre. Am J Med 199(4):357–365
Behrouzi FP, Shaharoun AMP, Ma'aram AP (2014) Applications of the balanced scorecard for strategic management and performance measurement in the health sector. Aust Health Rev 38(2):208–217. doi:10.1071/AH06017410.1108
Berler A, Pavlopoulos S, Koutsouris D (2005) Using key performance indicators as knowledge-management tools at a regional health-care authority level. IEEE Trans Inf Technol Biomed 9(2):184–192. doi:10.1109/TITB.2005.847196
Bohmer RMJ (2009) Designing care: aligning the nature and management of health care. Harvard Business Press, Boston
Bothner U, Brinkman A, Gebhard F et al (2003) Balanced scorecard. “Tool or toy” im Krankenhaus? Anaesthesist 52:947–956
Botta-Genoulaz V, Millet P-A (2006) An investigation into the use of ERP systems in the service sector. Int J Prod Econ 99(1–2):202–221. doi:10.1016/j.ijpe.2004.12.015
Brien SE, Ghali WA (2008) Public reporting of the hospital standardized mortality ratio (HSMR): implications for the Canadian approach to safety and quality in health care. Open Med 2(3):70–73
Brown SE, Ratcliffe SJ, Halpern SD (2014) An empirical comparison of key statistical attributes among potential ICU quality indicators. Crit Care Med 42(8):1821–1831. doi:10.1097/CCM.0000000000000334
Cardinaels E, Soderstrom N (2013) Managing in a complex world: accounting and governance choices in hospitals. Eur Account Rev 22(4):647–684
Caughey GE, Ellett LMK, Wong TY (2014) Development of evidence-based Australian medication-related indicators of potentially preventable hospitalisations: a modified RAND appropriateness method. BMJ Open 4(4):e004625
Chen C (2010) Information visualization. Wiley Interdiscip Rev Comput Stat 2(4):387–403. doi:10.1002/wics.89
Chukwuani CM, Olugboji A, Akuto EE et al (2006) A baseline survey of the primary healthcare system in South Eastern Nigeria. Health Policy 77(2):182–201. doi:10.1016/j.healthpol.2005.07.006
Covaleski MA, Dirsmith MW, Samuel S (2003) Changes in the institutional environment and the institutions of Governance: extending the contributions of transaction cost economics within the management control literature, Accounting. Organ Soc 28(5):417–441
De Vito C, Nobile CG, Furnari G et al (2009) Physicians’ knowledge, attitudes and professional use of RCTs and meta-analyses: a cross-sectional survey. Eur J Public Health 19(3):297–302
Denton B, Viapiano J, Vogl A (2007) Optimization of surgery sequencing and scheduling decisions under uncertainty. Health Care Manag Sci 10(1):13–24
DiMaggio PJ, Powell WW (1983) The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. Am Sociol Rev 48(2):147–160
Donabedian A (1988) The quality of care: how can it be assessed? JAMA 121(11):1145–1150
Dumas M, La Rosa M, Mendling J et al (2013) Fundamentals of business process management. Springer, Berlin
Eddy DM (1998) Performance measurement: problems and solutions. Health Aff 17(4):7–25. doi:10.1377/hlthaff.17.4.7
Eldenburg L (1994) The use of information in total cost management. Account Rev 69(1):96–121
Gale NK, Shapiro J, McLeod HST et al (2014) Patients-people-place: developing a framework for researching organizational culture during health service redesign and change. Implement Sci 9(1):106. doi:10.1186/s13012-014-0106-z
Gemmel P, Vandaele D, Tambeur W (2008) Hospital Process Orientation (HPO): the development of a measurement tool. Total Qual Manag 19(12):1207–1217
Gooch KL, Smith D, Wasylak T et al (2009) The Alberta Hip and Knee replacement project: a model for health technology assessment based on comparative effectiveness of clinical pathways. Int J Technol Assess Health Care 25(2):113–123. doi:10.1017/S0266462309090163
Goodhue DL, Thompson RL (1995) Task-technology fit and individual performance. MIS Q 19(2):213–236. doi:10.2307/249689
Greaves F, Millett C, Pape UJ et al (2012) Association between primary care organisation population size and quality of commissioning in England: an observational study. Br J Gen Pract 62(594):e46–e54. doi:10.3399/bjgp12X616364
Grigoroudis E, Orfanoudaki E, Zopounidis C (2012) Strategic performance measurement in a health care organisation: a multiple criteria approach based on balanced scorecard. Omega 40(1):104–119. doi:10.1016/j.omega.2011.04.001
Harris R, Bridgman C, Ahmad M et al (2011) Introducing care pathway commissioning to primary dental care: measuring performance. Br Dent J 211(11):E22. doi:10.1038/sj.bdj.2011.1005
Heselmans A, Donceel P, Aertgeerts B et al (2009) The attitude of Belgian social insurance physicians towards evidence-based practice and clinical practice guidelines. BMC Fam Pract 10(1):64
Howell SC, Wills RA, Johnston TC (2014) Should diagnosis codes from emergency department data be used for case selection for emergency department key performance indicators? Aust Health Rev 38(1):38–43
Hsu SH (2011) Cost information and pricing: empirical evidence. Contemp Account Res 28(2):554–579
Hunter BM, Requejo JH, Pope I, Daelmans B, Murray SF (2014) National health policy-makers’ views on the clarity and utility of Countdown to 2015 country profiles and reports: findings from two exploratory qualitative studies. Health Res Policy Syst 12:40. doi:10.1186/1478-4505-12-40
Institute of Medicine (2001) Committee on the quality of health care in America. Crossing the quality chasm: a new health system for the 21st century. National Academy Press, Washington, DC
Institute of Medicine (2010) Roundtable on value & science-driven health care. In: Yong P, Olsen L, McGinnis J (eds) Value in health care: accounting for cost, quality, safety, outcomes, and innovation. National Academies Press, Washington, DC
Jacobs R, Goddard M, Smith PC (2005) How robust are hospital ranks based on composite performance measures. Med Care 43(12):1177–1184
Jacobs R, Mannion R, Davies HTO et al (2013) The relationship between organizational culture and performance in acute hospitals. Soc Sci Med 76:115–125. doi:10.1016/j.socscimed.2012.10.014
Jha AK, Orav EJ, Zheng J et al (2008) Patients’ perception of hospital care in the United States. N Engl J Med 359:1921–1931. doi:10.1056/NEJMsa0804116
Jorissen A (1994) Prestatiemeting. Naar een betere beheersing van bedrijfsactiviteiten. MAKLU Uitgevers, Antwerpen
Kaplan RS, Haas DA (2014) How not to cut health care costs. Harv Bus Rev 64(11):116–122
Kaplan RS, Norton DP (2010) The balanced scorecard—measures that drive performance. Harv Bus Rev 1:134–142
Kelley ET, Arispe I, Holmes J (2006) Beyond the initial indicators: lessons from the OECD Health Care Quality Indicators Project and the US National Health care quality report. Int J Qual Health Care 18(September):50
Kollberg B, Elg M, Lindmark J (2005) Design and implementation of a performance measurement system in Swedish health care services: a multiple case study of 6 development teams. Qual Manag Health Care 14(2):95–111
Kros JF, Brown E (2012) Health care operations and supply chain management: strategy, operations, planning, and control. Wiley, San Francisco, CA
Kumar A, Ow PS, Prietula MJ (1993) Organizational simulation and information systems design: an operations level example. Manag Sci 39(2):218–240
Lapointe P (2005) Timken rolls out a marketing dashboard for industrial bearing group. Market NPV 3(1):3–6
Lega F, Marsilio M, Villa S (2013) An evaluation framework for measuring supply chain performance in the public health care sector: evidence from the Italian NHS. Prod Plan Control 24(10/11):931–947
Lim KH, Benbasat I (2000) The effect of multimedia on perceived equivocality and perceived usefulness of information systems. MIS Q 24(3):449–471
Lindenauer PK, Remus D, Roman S et al (2007) Public reporting and pay for performance in hospital quality improvement. N Engl J Med 356(5):486–496. doi:10.1056/NEJMsa064964
Liu HC, Itoh K (2013) Conceptual framework for holistic dialysis management based on key performance indicators. Ther Apher Dial 17(5):532–550. doi:10.1111/1744-9987.12019
Lux MP, Fasching P, Schrauder M et al (2011) The era of centers: the influence of establishing specialized centers on patients’ choice of hospital. Arch Gynecol Obstet 283(3):559–568
Mant J (2001) Process versus outcome indicators in the assessment of quality of health care. Int J Qual Health Care 13(6):475–480. doi:10.1093/intqhc/13.6.475
Mears A, Vesseur J, Hamblin R et al (2011) Classifying indicators of quality: a collaboration between Dutch and English regulators. Int J Qual Health Care 23(6):637–644
Meyer JW, Rowan B (1977) Institutionalized organizations: formal structure as myth and ceremony. Am J Sociol 83(2):340–363
Miller A, Cioffi J (2004) Measuring marketing effectiveness and value: the Unisys marketing dashboard. J Advert Res 44(3):237–243. doi:10.1017/S0021849904040334
Moore MH (2000) Managing for value: organizational strategy in for-profit, nonprofit, and governmental organizations. Nonprofit Volunt Sect Q 29(suppl 1):183–208
Naranjo-Gil D, Hartmann F (2007) How CEOs use management information systems for strategy implementation in hospitals. Health Policy 81(1):29–41
Northcott HC, Harvey MD (2012) Public perceptions of key performance: Alberta Canada. Int J Qual Health Care 24(3):214–223
OECD (2013) Health at a glance: OECD indicators. OECD, Paris. doi:10.1787/health_glance-2013-en
Osoba D (2002) A taxonomy of the uses of health-related quality-of-life instruments in cancer care and the clinical meaningfulness of the results. Med Care 40(6):III31–III38
Paine KD (2004) Using dashboard metrics to track communication. Strateg Commun Manag 8(5):30–33
Panaretto KS, Gardner KL, Button S et al (2013) Prevention and management of chronic disease in Aboriginal and Islander community controlled health services in Queensland: a quality improvement study assessing change in selected clinical performance indicators over time in a cohort of services. BMJ Open 3(4):e002083. doi:10.1136/bmjopen-2012-002083
Parida A, Chattopadhyay G (2007) Development of a multi-criteria hierarchical framework for maintenance performance measurement (MPM). J Qual Maint Eng 13(3):241–258. doi:10.1108/13552510710780276
Pauwels K, Ambler T, Clark BH et al (2009) Dashboards as a service: why, what, how, and what research is needed? J Serv Res 12(2):175–189. doi:10.1177/1094670509344213
Pizzini MJ (2006) The relation between cost-system design, managers’ evaluations of the relevance and usefulness of cost data and financial performance: an empirical study of US hospitals. Account Organ Soc 31(2):179–210
Render M, Freyberg R, Hasselbeck R et al (2011) Infrastructure for quality transformation: measurement and reporting in veterans administration intensive care units. BMJ Qual Saf 20(6):498–507
Rivard-Royer H, Beaulieu M, Friel T, HEC Montréal (2003) Groupe de recherche Chaîne. HEC Montréal, p 10
Sackett DL, Rosenberg W, Gray J et al (1996) Evidence based medicine: what it is and what it isn’t. BMJ 312(7023):71
Sadraoui T, Mchirgui N (2014) Supply chain management optimization within information system development. Int J Econ Financ Manag 2(2):59–71
Scott WR (2001) Institutions and organizations. Sage, Thousand Oaks, CA
Shepherd KD, Farrow A, Ringler C, Gassner A, Jarvis D (2013) Review of the evidence on indicators, metrics and monitoring systems. World Agroforestry Centre (ICRAF), Nairobi, p 6
Shohet IM (2006) Key performance indicators for strategic healthcare facilities maintenance. J Constr Eng Manag 132(4):345–352, http://dx.doi.org/10.1061/
Smith PC (2005) Performance measurement in health care: history, challenges and prospects. Public Money Manag 25(4):213–220
Smith M, Saunders R, Stuckhardt L et al (2013) Best care at lower cost: the path to continuously learning, health care in America. The National Academies Press, Washington, DC
Stadler H (2008) Supply chain management—an overview. In: Stadler H, Kilger C (eds) Supply chain management and advanced planning: concepts, models, software and case studies. Springer, Berlin, pp 9–33
Stelfox HT, Straus SE (2013) Measuring quality of care: considering measurement frameworks and needs assessment to guide quality indicator development. J Clin Epidemiol 66(12):1320–1327
Tarantino DP (2003) Using the balanced scorecard as a performance management tool. Physician Exec 29(5):69–72
Tashobya CK, Da Silveira VC, Ssengooba F et al (2014) Health systems performance assessment in low-income countries: learning from international experiences. Global Health 10(5):5. doi:10.1186/1744-8603-10-5
Ten Asbroek AHA, Arah OA, Geelhoed J et al (2004) Developing a national performance indicator framework for the Dutch health system. Int J Qual Health Care 16(S1):i65–i71
Vanhaecht K, De Witte K, Sermeus W (2007) The care process organisation triangle: a framework to better understand how clinical pathways work. J Integr Care Pathw 11(2):54–61. doi:10.1258/j.jicp.2007.169
Veillard J, Champagne F, Klazinga N et al (2005) A performance assessment framework for hospitals: the WHO regional office for Europe PATH project. Int J Qual Health Care 17(6):488
Villa S, Barbieri M, Lega F (2009) Restructuring patient flow logistics around patient care needs: implications and practicalities from three critical cases. Health Care Manag Sci 12(2):155–165
Vissers J, Beech R (2005) Health operations management: basic concepts and approaches. In: Vissers J, Beech R (eds) Health operations management: patient flow logistics in health care. Routledge, New York, p 344
Walters JL, Mackintosh S, Sheppard L (2012) The journey to total hip or knee replacement. Aust Health Rev 36(2):130–135. doi:10.1071/AH11050
Weerawat W, Pichitlamken J, Subsombat P (2013) A generic discrete-event simulation model for outpatient clinics in a large public hospital. J Health Care Eng 4(2):285–305
Wollersheim H, Faber MJ, Grol RPTM et al (2006) Vertrouwen in verantwoorde zorg? effecten van en morele vragen bij het gebruik van prestatie-indicatoren. Centrum voor Ethiek en Gezondheid, Den Haag
Yang C-C, Cheng L-Y, Yang C-W (2005) A study of implementing Balanced Scorecard (BSC) in non-profit organizations: a case study of private hospital. Hum Syst Manag 24(4):285–300
Yang SL, Su SI, Chien CW et al (2007) Logistics innovation process model and its application—a case study of a Medical Center in Taiwan. Hosp Health Serv Adm 40(4):72–85
Yigitbasioglu OM, Velcu O (2012) A review of dashboards in performance management: implications for design and research. Int J Account Inf Syst 13(1):41–59. doi:10.1016/j.accinf.2011.08.002
Yin RK (2013) Case study research: design and methods. Sage, London
Zanjirani R, Farahani N, Davarzani H (2009) Supply chain and logistics in national, international and government environment. Springer, Heidelberg
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
De Pourcq, K., Gemmel, P., Trybou, J. (2016). Measuring Performance in Hospitals: The Development of an Operational Dashboard to Coordinate and Optimize Patient, Material and Information Flows. In: Albach, H., Meffert, H., Pinkwart, A., Reichwald, R., von Eiff, W. (eds) Boundaryless Hospital. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-49012-9_9
Download citation
DOI: https://doi.org/10.1007/978-3-662-49012-9_9
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-662-49010-5
Online ISBN: 978-3-662-49012-9
eBook Packages: Business and ManagementBusiness and Management (R0)