A Value and Model Driven Method for Patient Oriented KPI Design in Health Care

Perjons, Erik; Johannesson, Paul

doi:10.1007/978-3-642-18472-7_10

Cited by 3 publications

(9 citation statements)

References 7 publications

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“…They're usually complex in their creation, provide an enterprise-wide impact to a business and are mainly used by senior-level management. [27][28][29].…”

Section: Kpi Indicator Decompositionmentioning

confidence: 99%

“…The KPI indicators postulated for strategic management level are represented by formulas (25,26,28,29) and (30) create basis for their further decomposition related to tactic management level, where we are operating with main business processes subordinated to appropriate core processes implemented and operated at strategic management level. However, at that level should be the BSC perspectives respected as well.…”

Section: Tactic Management Levelmentioning

confidence: 99%

“…In general, the above-mentioned algorithm enables determining KPIprod (0, 1)} and KPIprod (0, 2)}, while formulas (28) and (29) , j1)]} -the first Primary KPI indicator, which indicates real possibilities of the firm or company business represented by financial and material assets with respect to the firm or company production internal resources.…”

Section: Determination Of Production Process Primary Kpi Indicatorsmentioning

confidence: 99%

“…At the strategic management level, the Production main process might be quantified via {[PROD (i, j 1 )]} linguistic set and two KPI indicators could be postulated, which indicate that process functionality (performance) (see also formulas (28) and (29) and (30 In order to create a complex set of KPI indicators related to business processes implemented and operated at tactic and operational management level, an appropriate decomposition of primary KPI indicators related to performance of those processes to should be done. However, the KPI indicator decomposition for tactic level will be explained based on Consideration 3 and the KPI indicator decomposition for operational level will be explained based on Consideration 4 as well, while the Consideration no.…”

Section: Determination Of Production Process Primary Kpi Indicatorsmentioning

confidence: 99%

Section: Kpi Indicator Decompositionmentioning

confidence: 99%

See 4 more Smart Citations

Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator

Stašák¹,

Kultan²,

Schmidt³

et al. 2021

Operations Management - Emerging Trend in the Digital Era

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The business activities provided within any firm or company should be checked and controlled continuously, while two principal approaches should be applied: (a) qualitative monitoring, (b) quantitative evaluations, while KPI indicators play a role of principle importance within business quantitative evaluation in order to make adequate decisions. However, adequate applications form KPI creation and further processing seem to be very significant and important. We have designed a conceptual model of application denoted as BPLM Strategy Creator in form of expert system (ES) operating based on principles closely related to business process linguistic modeling approach, where linguistic sets and PBPL Equation play a role of principle importance. Our contribution contains such application description from qualitative, quantitative and design point of view. The ES qualitative description contains references to appropriate math relations and algorithms postulated within a subsequent section. Both sections are accompanied by the case study, which indicates how the math relations and algorithms might be applied within BPLM Strategy Creator functionality. However, those sections are accompanied by ES structure and functionality description as well, which represent the BPLM Strategy Creator mean or facility.

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“…They're usually complex in their creation, provide an enterprise-wide impact to a business and are mainly used by senior-level management. [27][28][29].…”

Section: Kpi Indicator Decompositionmentioning

confidence: 99%

Section: Tactic Management Levelmentioning

confidence: 99%

Section: Determination Of Production Process Primary Kpi Indicatorsmentioning

confidence: 99%

Section: Determination Of Production Process Primary Kpi Indicatorsmentioning

confidence: 99%

Section: Kpi Indicator Decompositionmentioning

confidence: 99%

See 3 more Smart Citations

Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator

Stašák¹,

Kultan²,

Schmidt³

et al. 2021

Operations Management - Emerging Trend in the Digital Era

View full text Add to dashboard Cite

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Transforming Building Criteria to Evidence Index

Fischl¹,

Johansson²

2021

Applied Sciences

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There is increasing pressure from developers toward architects and engineers to deliver scientifically sound proposals for often complex and cost-intensive construction products. An increase in digitalization within the construction industry and the availability of intelligently built assets and overall sustainability make it possible to customize a construction product. This servitization of construction products is assumed to perform much preferably in satisfying stakeholders’ physical, psychological, and social needs. The degree to which these products are performing can be evaluated through an evidence index. This article aims to introduce a conceptual model of an evidence index and test it in the programming stage of a case study. The investigation follows the evidence-based design approach and renders evidence through key performance indicators in the programming stage of the building process. For testing the concept, a case study investigation was performed by simulating a novice research assistant, and the amount of evidence was collected and appraised for evidence index. The case study showed that key performance indicators of a servitized project could be evaluated on a four-point scale. The quality of the evidence index generation depended on the level of expertise the evaluator has in research and the skilful use of scientific databases.

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Factors Influencing Patient Waiting Time as Key Performance Indicator of the Emergency Department Services at National Guard Health Affairs-Dammam Hospital

Almulhim¹,

Saddik

Arabia³

2015

PHF

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Abstract-Purpose:This study was conducted to identify the main factors that influence the average patient waiting time -from bed check-in to discharge as key performance indicator (KPI) of the emergency department at National Guard Health Affairs-Dammam Hospital.Methods: A cross-sectional study using a questionnaire that consisted of 29 items was developed to highlight the main factors that have an impact on patients' waiting time in the emergency room. Using convenience sampling, all emergency room caregiver staff at Dammam NGHA hospital was targeted to participate in this study. Between February and March 2013, 110 participants completed the survey with a response rate of 87.3%.Results: The study revealed that patients' mean waiting time in the emergency department was 123.82 minutes after bed check-in. The study findings show that factors including participant's level of education, working schedule, years of experience as well as Health Information system accessibility had a statistically significant but weak relationship with the average waiting time after bed check-in (p <0.05) with the exception for work field which showed a medium positive relationship(r=0.302). The participants' working schedule and Health Information system accessibility were the most significant variables that influenced the patients' average waiting time after bed check-in in the emergency room.Conclusion: This study has identified five factors that may influence patient waiting time after bed check-in in the emergency room at NGHA Dammam Hospital: participant's work field, level of education, working schedule, years of experience and Health Information system accessibility. Stakeholders need to take action to implement proper solutions which may lead to better delivery of patient care in the emergency room. Further studies should also target eliciting staff and patients' opinions to ensure high quality of services in the emergency room.

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A Value and Model Driven Method for Patient Oriented KPI Design in Health Care

Cited by 3 publications

References 7 publications

Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator

Business Process Linguistic Modeling: Theory and Practice Part I: BPLM Strategy Creator

Transforming Building Criteria to Evidence Index

Factors Influencing Patient Waiting Time as Key Performance Indicator of the Emergency Department Services at National Guard Health Affairs-Dammam Hospital

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