Performance system measurements

Perform measurement system studies on each measurement system and bring the system under statistical control. 

Putting in place the right performance measurement systems and incentive schemes, tailored to the different demands of each market arena/segment. These will often be much more aggressive than even the newest models in industrial companies. They will include both real carrots for superior performance and sticks for poor performance. 

Some of the more common performance measurement systems used to assess pharmaceutical outcomes include report cards, balanced scorecards, clinical value compasses, profiling, performance-based evaluation systems, and others. The goals of pharmaceutical performance measurement systems are to 1) compare treatment modalities fairly 2) recognize and promote good care 3) identify and eliminate substandard care and 4) improve the level of care overall.Because performance measures can include data over the course of treatment, the outcomes of alternative therapies and practices may be detected. The end goal of any performance measurement system should not be cost containment only improving patient outcomes must be a primary concern, keeping in mind the cost effectiveness of the therapy and sustainability of the system. 

The United States has several major performance measurement systems in place. Two of the most important systems are those directed by the National Committee for Quality Assurance (NCQA) for managed care organization (MCO) accreditation and The Joint Commission on Accreditation in Healthcare Organizations (JCAHO) for health care organization accreditation. Both NCQA s performance measurement system, HEDIS, and JCAHO s IMSystem include several pharmaceutical outcomes indicators. 

David Eddy at Duke University has written extensively on the problems and potential solutions related to pharmaceutical performance measurement systems. According to a U.S. survey, the most commonly perceived problems with pharmaceutical performance measurement systems are limitations with billing and administrative databases, lack of time to review summary data by physicians, and incomplete data. Other limitations include risk adjustment (what if my practice has sicker patients), overreliance on administrative (claims) data rather than clinical data (therefore lacking key patient outcomes), patient individuality and variation in medical practice, and lack of capacity for taking into account a discipline-specific rather than a whole programs-oriented CQI approach. There has also been some debate on the reliability of performance measurement systems to assess the true impact of physician care on the quality of health care.t ... 

Levels of Performance. Measurement systems can be characterized via their precision and accuracy. These are briefly defined as follows ... 

Often performance measurement is something new to the maintenance operation, but it is highly recommend that a performance-measurement system be put in place. Justification for investments in maintenance best practices must be validated. One approach used by Tompkins Associates has been to help clients create a maintenance excellence index (MEl) that includes 10-15 key performance indicators. These metrics, with agreed-upon weighted values, are developed into a composite total performance value (Peters 1998). The metrics that are selected should cover areas such as ... 

Instead, the direct evaluation of cost drivers is in focus for optimization. Cost drivers are performance measures driving costs or profit but their immediate contribution to total costs/profit cannot be expressed explicitly.For assessing the SC performance diverse performance measurement systems are proposed with many of them relying on the balanced scorecard approach in combination with the SCOR model.Performance measures can be categorized according to the dimensions of the balanced scorecard or... 

See Kaplan et al. (1992) for the seminal work on the balanced scorecard and Bhagwat and Sharma (2007) for performance measurement systems in SCM based on the balanced scorecard approach. See Siirie and Wagner (2008) or Gunasekaran et al. (2004, 2001) and Agami et al. (2012) for an overview of performance measurement systems. 

Kondraske, G. V, Mulukutla, R., and Stewart, R. M. 2006. Investigation of a portable performance measurement system for neurologic screening in clinics. Proc. Int. Conf. IEEE Eng. Med. Biol. Soc. 28 3962-3965. 

FinaUy a performance measurement system has to be instaUed in order to measure the impact of the implemented changeability on the factory output performance. Typical performance... 

Accountability for safety performance in the superior performing companies is clearly established with line management at every level. Safety performance is one of the elements scored in the organization s overall performance measurement system. Favorable or unfavorable results influence salaries, bonuses, and promotion potential. 

Because of the emphasis given to them in discussions with safety professionals, two performance measurement systems deserve further comment. Scheduled safety audits are performed in eveiy superior performing company. Through a formal process, they provide management with a determination that expectations are or are not being met. In that process a systems aura prevails — an aura of plan, do, check, and improve. 

Safety professionals must understand that the quality of the management decisions made to avoid, eliminate, or control hazards and risks are impacted directly by the validity of the information they provide through their performance measurement systems. Their ability to provide accurate information to be used in the decision-making is a measure of their effectiveness. 

But, no statistical, historical performance measurement system can assess the quality of safety in place that encompasses low probability-high consequence incidents since such events seldom appear in the statistical history. Example A risk assessment concludes that a defined catastrophic event, one that has not happened and is not represented in the statistical base, has an occurrence probability of once in 200 plant operating years.)... 

Regardless of what is to be measured, the following traits would be considered in developing, or assessing the value of, a performance measuring system. 

No single safety performance measurement system has been designed that meets all of the preceding requirements. It may not be possible to do so, and that should be understood by those who fashion safety performance measurement systems. Nevertheless, the measurement systems used should be tested against these characteristics to determine their reliability. 

An understanding of the nature of hazards and the risks that derive from them is necessary in determining what performance measurement systems can give reasonably accurate assessments of the quality of safety management, and the extent to which those systems can be predictive. To help in developing that understanding, this outline of thoughts is offered. 

Statistical, historical performance measurement systems cannot accurately encompass the potential for low probability-severe consequence events occurring since such events seldom appear in the statistical history. 

Because of the impossibility of knowing about every risk on an anticipatory basis, it is folly to expect that a perfect performance measurement system can be developed. Also, because of human limitations, it is not possible for an employer to attain a risk-free environment and assure zero occurrences of hazards-related incidents. 

Having sound safety performance measurement systems has become more important thus the new chapter Measurement of Safety Performance. ... 

Nanni A, Gregory M, Platt K (1995) Performance measurement system design. Int J Oper Prod Manag 15 80-116... 

SSDC 33 The MORT Program and the Safety Performance Measurement System... 

Before instituting a metrics system, I considered the qualities needed in an effective performance measurement system for a distributor. The remainder of this case shares these principles and how we applied them at Merisel. 

Today s safety professional has moved beyond the standard measurement of safety performance in terms of the number of accidents or injuries and recordable injury and illness rates. More sophisticated techniques that involve safety performance measurement systems, ongoing tracking of results, and continual improvement processes have replaced the early measurements. While today s safety metrics still include accident and illness performance, they also encompass behavior-based safety, safety program implementation performance, and insurance costs and losses. 

Safety performance measurement system/occurrence reporting and processing system (SPMS/ORPS) reports Trend charts and graphs Facility parameter readings... 

In order to become more sustainable, small- and medium-sized companies (SMEs) are facing problems of the limited resources (human and financial), what makes impossible to implement complex performance measurement systems. SMEs need some guidelines for decision making in the context of better sustainability class. 

---