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OBJECTIVE To provide reference for improving the work efficiency of staff and promoting the discipline construction of pharmacy department. METHODS By analyzing the current situation of performance management in the pharmacy department of our hospital， the key successful factors were sorted out， strategic decoding was carried out and key performance indicators were extracted. The quarterly and annual performance appraisal forms were formulated for the departments of pharmacy warehouse， outpatient pharmacy， ward pharmacy， clinical pharmacy department， prescription examination center， laboratory and other departments； the performance management information platform was built. The work efficiency and output of each department were compared half a year before and after the implementation of the performance management plan. RESULTS After the implementation of the program， the average queuing time for drug collection in the outpatient department was shortened from 5 minutes to 3 minutes， the average number of dispensing infusion bags per hour in the pharmacy intravenous admixture services increased from 50 bags to 60 bags， and antibacterial use density of the hospital decreased from 42.7 DDD（defined daily doses） to 40.2 DDD. The number of academic papers published had increased from 8 to 10， and the satisfaction of clinical departments with ward pharmacies increased from 85% to 95%. CONCLUSIONS The performance management system has been successfully established in pharmacy department of our hospital， which can improve the enthusiasm of pharmacists， reflect the value of pharmaceutical care， and promote the discipline construction of pharmacy.
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Bacterial infection is the main cause of infectious diseases in children. Antibacterials play an important role in anti infection treatment of children. At present, the treatment of antimicrobial drugs in children is facing a severe situation of bacterial resistance. In January 2020, a children′s specialized hospital carried out the practice of precise management of antibiotics in combination with key performance indicators. Through the multi sectoral linkage of management and technology, eight key performance indicators and assessment methods were set up from three levels of antibiotic use, bacterial resistance and hospital infection, to standardize the clinical application of antibiotics and continue to promote the rational use of antibiotics. This practice had improved the performance indicators of antibacterial management. Among them, the use intensity of antibacterial drugs for inpatients decreased from 40.07 DDD in 2019 to 29.00 DDD in 2021, the use rate of antibacterial drugs for inpatients decreased from 81.32% to 64.40%, the percentage of antibacterial drug expenses in total drug expenses decreased from 35.41% to 26.82%, the use proportion of non restricted antibacterial drugs in antibacterial drugs increased from 71.30% to 82.21%, and the drug resistance rate of Salmonella to β-Lactam/enzyme inhibitors decreased from 4.84% to 0.03%, and the incidence of hospital infection decreased from 1.16% to 0.96%. The precise management of antibiotics in combination with key performance indicators improved the level of rational use of antibiotics, effectively curbed bacterial resistance, achieved phased results, so as to provide a reference for the scientific management of antibiotics in children′s hospitals.
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Introducción: La gerencia empresarial, a lo largo de la historia, se ha preocupado por alcanzar objetivos y metas mediante la utilización de estrategias con el fin de tratar de garantizar los réditos que le permitan seguir trabajando en el tiempo. El interés de lograr alcanzar la eficiencia empresarial ha sido clave para que los investigadores modernos hayan realizado importantes aportes a la epistemología de las ciencias administrativas. Surge entonces la pregunta en la mente de los administradores: ¿Es de importancia la aplicación de indicadores claves de desempeño en la gerencia estratégica de las empresas de salud? Los indicadores claves de desempeño, o KPIs por sus siglas en inglés, forman parte del conjunto de métricos que la administración moderna utiliza para saber si el negocio está logrando los objetivos y metas planteadas por la gerencia. El tablero de mando integral de Kaplan y Norton, desde su aparición en el año de 1992, ha sido también de gran valor para la gerencia estratégica empresarial. Objetivo: Presentar la importancia que tiene la utilización de los indicadores claves de desempeño al ser aplicados en la gerencia estratégica de las empresas de salud. Metodología: Basada en el paradigma cualitativo-descriptivo de investigación acción, el cual se sustentó en literatura científica publicada entre los años 2017 y 2021 apoyado en las plataformas Google Scholar y SciELO. Los criterios de inclusión fueron artículos y textos que abordaran los temas de: indicadores claves de desempeño, inteligencia de negocios, gerencia estratégica y tablero de mando integral. Resultado y Conclusiones: El continuo monitoreo del ambiente competitivo en el que la empresa está inmerso, permite la adaptación de los métricos de acuerdo con los cambios del entorno. En la medida en que los métricos permitan a la empresa volverse líquida, es decir, facilitar que se amolde a los cambios en el medioambiente económico, se facilitará la toma de decisiones de negocios eficaces y oportunas.
Introduction: Business management throughout history has been concerned with achieving objectives and goals, through the use of strategies in order to try to guarantee the revenues that allow it to continue operating over time. The interest in achieving business efficiency has been key for modern researchers to have made important contributions to the epistemology of administrative sciences. The question then arises in the minds of administrators: Is it important to apply key performance indicators in the strategic management of health companies? Key performance indicators, or KPIs for its acronym in English, are part of the set of metrics that modern management uses to know if the business is achieving the objectives and goals set by senior management. Kaplan and Norton's Balanced Scorecard, since its appearance in 1992, has also been of great value for strategic business management. Objective: To present the importance of the use of key performance indicators when applied in the strategic management of health companies Methodology: Based on the qualitative-descriptive and hermeneutical paradigm in the which was based on studies between 2017 and 2021 supported by the Google Scholar and SciELO platforms. The inclusion criteria were articles and texts that addressed the topics of: key performance indicators, business intelligence, strategic management and balanced scorecard. Results and Conclusions: The continuous monitoring of the competitive environment in which the company is immersed, allows the adaptation of the metrics according to changes in the environment. To the extent that the metrics allow the company to become liquid, that is, make it easier to adapt to changes in the economic environment, effective and timely business decision-making will be facilitated.
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Commerce , Competitive Behavior , Employee Performance Appraisal , Organization and AdministrationABSTRACT
【Objective】 To retrospectively analyze the key performance indicators of two hepatitis B surface antigen (HBsAg) ELISA reagents used in blood stations, so as to provide basis for reagent selection from the perspective of laboratory performance. 【Methods】 The test results, reactive rate of initial/repeat test, concordance rate of initial and repeat test, and the NAT-yield implicated in ELISA-reactive samples with one assay from 2016 to 2019 were analyzed to compare the detection performance of two ELISA reagents. 【Results】 The total ELISA reactive rate of HBsAg was 0.39%(1 863/480 741), with 0.31% and 0.29% in two reagents, respectively. The initial reactive rate were 0.44% and 0.39%, concordance rate of initial and repeat test was 70.21% and 74.55%, respectively. 43 NAT-yield samples were implicated in ELISA-reactive samples with one assay. 【Conclusion】 There are differences underlying in the detection performance of the two reagents. In order to avoid blood waste and ensure blood safety, the key performance indexes and test results should be taken into consideration when selecting reagents.
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Resumen OBJETIVO: Evaluar si la manipulación de gametos con sorter de citometría de flujo repercute negativamente en los indicadores clave de rendimiento de un laboratorio de reproducción asistida. MATERIALES Y MÉTODOS: Estudio descriptivo y retrospectivo, llevado a cabo en parejas a quienes se efectuó fecundación in vitro mediante inyección intracitoplasmática de espermatozoides (ICSI), con selección espermática, mediante un sorter de citometría de flujo, para selección de sexo. El estudio se efectuó en el New Hope Fertility Center de Guadalajara y Ciudad de México, de junio de 2014 a agosto de 2017. Los resultados se compararon con un grupo control seleccionado al azar. Se evaluaron los indicadores decisivos de rendimiento (KPI´s); tasa de fecundación normal, anormal (1PN, ≥ 3 PN) y fallida; tasa de degeneración posterior a ICSI; tasas de segmentación o división, blastocisto, implantación (segmentación y blastocisto) y recién nacido. Se utilizó la prueba t de Student para dos muestras y se consideró estadísticamente significativo el valor de p < 0.05. RESULTADOS: Se evaluaron 150 ciclos. Grupo 1: ICSI con selección espermática y sorter de citometría de flujo (n = 40); Grupo 2: ICSI sin sorter de citometría de flujo (n = 110). Los indicadores clave de rendimiento del grupo 1 disminuyeron; se reportaron tasas de fecundación fallida de 1.6%, blastocisto 17.4%, implantación en la segmentación 10%, implantación en blastocisto 14.2% y de recién nacido 14.5%. CONCLUSIONES: La manipulación de gametos con sorter de citometría de flujo reportó un efecto negativo en los indicadores clave de rendimiento del laboratorio de reproducción asistida, específicamente en las tasas de blastocisto, implantación de blastocisto y de recién nacido.
Abstract OBJECTIVE: To evaluate if the manipulation of gametes with a flow cytometry sorter has a negative effect on the key performance indicators (KPI´s). MATERIALS AND METHOD: Descriptive and retrospective analysis, in couples undergoing In a Vitro Fertilization (IVF) by ICSI, with sperm selection, using a flow cytometry sorter for sex selection. The study was conducted at the New Hope Fertility Center in Guadalajara and Mexico City, from June 2014 to August 2017. The results were compared with a randomly group without a flow cytometry sorter. KPI´s were evaluated; normal fertilization rate, abnormal (1PN, ≥3 PN), failed fertilization, ICSI damage rate, cleavage rate, blastocyst development rate, implantation rate (cleavage and blastocyst-stage) and live birth rate. A Student's t-test was made for two samples considering significant differences with p < 0.05. RESULTS: 150 cycles were evaluated. Group 1: ICSI with sperm selection by a flow cytometry sorter (n = 40); Group 2: ICSI without sperm selection (n = 110). Observing with statistical significance a decreased of the KPI´s of Group 1: failed fertilization rate (1.6%), blastocyst development rate (17.4%), implantation rate (cleavage-stage) (10%), implantation rate (blastocyst-stage) (14.2%) and live birth rate (14.5%). CONCLUSIONS: The manipulation of gametes with the flow cytometry sorter, has a negative effect on the assisted reproductive technology KPI´s; specifically, in the blastocyst rate, blastocyst implantation rate and live birth rate.
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In spite of aspiring to be a good manager, we public health experts fail to evaluate ourselves against our personal and professional goals. The Key Result Areas (KRAs) or key performance indicators (KPIs) help us in setting our operational (day-to-day) and/or strategic (long-term) goals followed by grading ourselves at different times of our careers. These shall help in assessing our strengths and weaknesses. The weakest KRA should set the maximum extent to which one should use his/her skills and abilities to have the greatest impact on his/her career.
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Objective To build a performance indicators measurement system for hospital's capital projects for the purpose of objective comments on project performance.Methods Based on theories and practice of key performance indicators,building the KPI system for hospital's capital projects with the construction project of a hospital in another place.Results Level-1 indicators are set as business indicators and financial ones,the business indicators include three level-2 indicators and 20 level-3 indicators; the financial indicators also include one level-2 indicator and three level-3 indicators.These indicators are designed for scientific and objective appraisal of performance of the projects.Conclusion Such a KPI system can present objective appraisal of the project performance,and the performance management.
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This study raised the necessity of developing performance indicators for measuring the management efficiency and effectiveness of school food service, and as a means of helping its implementation, a balanced score card (BSC) approach developed by Norton and Kaplan was adopted. This study established BSC in seven phases through literature: Phase 1 Defining a school food service and the scope of working activities, Phase 2 Establishing the vision of a school food service, Phase 3 Setting strategic goals, Phase 4 Identifying critical success factors (CSFs), Phase 5 Developing Key Performance Indicators (KPIs), Phase 6 Extracting cause and effect relationship, and Phase 7 Completing a preliminary BSC. The preliminary BSC was turned into a survey, which was administered to food service related people working at the Office of Education and School Food Service including 16 offices, 209 dietitians, 48 school administrators both from self-operated and contract-managed, and 9 experts in areas related to school food service. They were asked questions about strategics from 4 different perspectives, 12 CSFs, 39 KPIs, and the cause and effect relationships among them. As a result, among the CSFs based on 4 different perspectives, all factors other than "zero sum on profit/loss" from the financial perspective turned out to be valid. In terms of KPIs, manufacturing cost percentages, casualty loss count/reduction rates, school foodervice participation rates, and sales goal achievement rates were found to be valid from the financial perspective, while student satisfaction index, faculty satisfaction index, leftover ratio, nutrition educational performance count, index of evaluating nutrition education, customer claim count/reduction rate, handling customer claim count/reduction rate, and parent satisfaction index were found to be valid from the customers' perspective. Besides, nutritional requirement sufficient ratio, nutritional management score, food poisoning outbreak count, employee safety accident count, sanitary inspection assessment index, meals per labor hour (productivity index), computerization ratio, operational management index, and purchase management assessment index were also found to be valid from the perspective of internal business processes. From the perspective of innovation and learning, employee turnover ratio/rate of absenteeism, annual education and training count, employee satisfaction index, human resource management assessment index, annual menu-related customer feedback, food service information index for employees and parents/schools were also found to be valid. The significance of this study is to present indices for measuring overall performance of school lunch food service operations without putting any limitation on types of school food service management, and to help correctly assess the contribution of the current types of school food service management to schools and students.
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Humans , Absenteeism , Administrative Personnel , Commerce , Education , Food Services , Foodborne Diseases , Learning , Lunch , Meals , Nutritional Requirements , Nutritionists , Parents , Personnel TurnoverABSTRACT
OBJECTIVE: To investigate the application of key performance indicators (KPI) project management in TCM pharmacy of generl hospital.METHODS: KPI project management system which is established by TCM pharmacy and the specific process of implementation were analyzed and summarized.RESULTS: KPI project management improved performance management of TCM pharmacy and confirmed target of position.CONCLUSION: Comprehensive KPI management model should be set up in TCM pharmacy and play great role in general hospital.