本文是关于关键商业智能(BI)主题的多篇系列文章中的第二篇，即所有BI计划都需要不仅仅是技术才能成功. This series will focus on thoughtful metric design and selection, 允许您的BI团队不断适应业务需求的流程, 目标人员战略是组织成功的关键要素. Read the first article.
Managing Metrics
Healthcare leaders face a dizzying number of metrics. Ideally, these metrics would tell you how to improve your organization. 在现实中，由于他们的数量庞大，他们经常给组织绩效的故事蒙上阴影. How can anybody keep it all straight?
Of course, there is no single right answer. However, 管理度量标准的一种方法是将它们组织成一个分层结构，使整个组织的目标和激励措施保持一致. Once your organization defines its most important goals, and what metrics align with those goals，它可以通过了解要评估的度量的正确风格来提高效率.
大多数组织都被各种范围和细节的度量标准所淹没. 但是很少有组织它们的方式允许正确的个人在做出业务决策时看到正确的度量标准. Tiers of relevant and timely metrics can streamline this process, 允许组织在正确的时间根据正确的信息采取行动.
Defining the Metric Tiers
下面的图1说明了您的组织可以用来简化日常管理和决策制定的三个标准层.
Keep in mind, 如果组织的使命和目标定义不清，或者报告的度量标准与这些目标不一致, or both, then establishing these tiered metrics is unlikely to be beneficial. 为了产生理想的结果，首先实现此过程的目标-度量校准是至关重要的.
Figure 1: The Three Metric Tiers
Tier One Metrics: Evaluating Outcomes
这些指标讲述了组织与其使命和目标相比较的结果. Typically, 执行团队和董事会成员每月或每季度对其进行审查. They help answer questions such as:
- Is our organization financially sustainable?
- Are our patients happy with our services?
- Are our employees engaged with the work they do?
Typically, there are relatively few tier one metrics; otherwise, they can bog down the story of organizational performance.
Tier Two Metrics: Diagnosing Variation
这组基于过程的度量有助于解释第一级绩效变化的原因，并且通常是结果的关键驱动因素. 这些指标通常由领导每周或每月审查一次，并向执行团队汇报, such as senior directors or directors. Tier two metrics help answer questions such as:
- Why did our net income drop?
- Why did patient satisfaction increase this year?
- What is the cause of fluctuation in year-over-year employee engagement?
Given the rich relationships that often exist between departments, 第二层指标有时与跨职能指标组合在一起是最合适的. For example, 营业利润率的增加可以用某项bet8娱乐的收入增加来解释, 但这反过来又可能受到该部门较高的患者满意度或员工敬业度得分的推动.
Tier Three Metrics: Understanding Daily Operations
这些指标与驱动性能的详细日常操作保持一致，并最终建立第二级和第一级结果. 这些指标应该每天或每周由当地经理和运营商进行审查. Tier three metrics help answer questions such as:
- How many services did we provide this week?
- What was our average response time to patient complaints this week?
- What was our employee productivity last week?
While metrics in any tier can be born into or age out of relevance, 当组织了解哪些因素会影响第一级性能并根据该了解调整运营计划时，详细的度量标准通常会更频繁地发展.
Determining a Metric’s Tier
Not all metrics necessarily fit into a single tier, 在某些情况下，分配给定度量标准的层可能取决于组织的目标，甚至取决于组织的成熟度.
下面的表1列出了在确定应该分配指标的层次时需要考虑的一些问题:
Table 1: Guidelines for Categorizing Metrics into Tiers
| Tier One | Tier Two | Tier Three |
|---|---|---|
|
|
|
Benefits of the Tiered Metric Model
As illustrated in figure 2 below, 将组织指标划分为不同的层次有四个主要好处:
- 支持以结果为基础的方法，并提供集中注意哪些细节以及何时这样做的方向.
- 指导领导层确定影响预期结果的途径.
- 推动日常业务计划的发展，以实现预期的结果并监测进展.
- Facilitates who should review which metrics and when to review them. 它还为领导者提供了清晰的信息，让他们知道什么对他们的角色真正重要，并防止他们担心自己责任范围之外的指标.
Figure 2: Benefits of the Metric Model
Implementing the Tiered Metric Model
ECG最近参与了代表800多家供应商的三个bet8网站备用医疗集团的合并. As part of the alignment process, ECG was asked to conduct a comprehensive current-state assessment, present recommendations for shared improvement, 并定义一个操作方法，以支持在新结盟的小组内持续改进. 这一过程的一个关键组成部分包括开发和部署一种强有力的管理报告方法，该方法与组织各级的运营目标紧密结合，并促进了集团的战略愿景.
ECG支持客户创建三个层次的指标逻辑组织，并将这些指标与新形成的组织结构及其共享的战略目标保持一致. Each work group analyzed and refined its individual scorecard, IT和数据分析资源评估了每个类别的数据和初步结果.
As a result of ECG’s recommendations, 领导层洞察到哪些因素推动了关键结果，并能够根据当前状态和未来机会完善其战略和运营计划.
How Do Your Metrics Stack Up?
Now that you know the metric tiers ask yourself: W在这里，我的组织得到了正确的度量标准，哪里还有改进的空间? 当你评估你定义和利用度量标准的方式时，你就能更好地朝着你的目标迈进. Get started today!
Published January 9, 2018