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S-MEDUTA:结合平衡计分卡、模拟和 MCDA 技术评估急诊科的战略绩效。

S-MEDUTA: Combining Balanced Scorecard with Simulation and MCDA Techniques for the Evaluation of the Strategic Performance of an Emergency Department.

机构信息

Department of Tourism Management, Ionian University, Corfu, Greece.

Technical University of Crete, School of Production Engineering and Management University Campus, Chania, Greece, Greece.

出版信息

Adv Exp Med Biol. 2020;1194:1-22. doi: 10.1007/978-3-030-32622-7_1.

DOI:10.1007/978-3-030-32622-7_1
PMID:32468519
Abstract

The scope of this paper is to propose a new integrated methodology for the evaluation of the strategic performance of a healthcare organization. In order to find the optimal strategy for an emergency department, we propose the combination of BSC, simulation, and UTASTAR algorithm. Through the simulation model, the stakeholders have the ability to evaluate the effect of their decisions on a number of KPIs that are important for the successful implementation of strategy on the ED. This method is able to provide a set of completed results (e.g., scores, weights, value functions, etc.), which may help the organization to evaluate and revise its strategy.

摘要

本文旨在提出一种新的综合方法,用于评估医疗机构的战略绩效。为了找到急诊科的最佳策略,我们提出将 BSC、模拟和 UTASTAR 算法相结合。通过模拟模型,利益相关者能够评估他们的决策对 ED 战略成功实施至关重要的一系列 KPI 的影响。该方法能够提供一组完整的结果(例如,分数、权重、价值函数等),这可能有助于组织评估和修改其战略。

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本文引用的文献

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Application of the balanced scorecard to an academic medical center in Taiwan: the effect of warning systems on improvement of hospital performance.平衡计分卡在台湾学术医学中心的应用:预警系统对改善医院绩效的影响。
J Chin Med Assoc. 2012 Oct;75(10):530-5. doi: 10.1016/j.jcma.2012.07.007. Epub 2012 Sep 29.
2
Design, implementation and scaling up of the balanced scorecard for hospitals in Lebanon: policy coherence and application lessons for low and middle income countries.黎巴嫩医院平衡计分卡的设计、实施和推广:政策一致性及对中低收入国家的应用经验。
Health Policy. 2011 Dec;103(2-3):305-14. doi: 10.1016/j.healthpol.2011.05.006. Epub 2011 Jun 11.
3
Stakeholder preferences for cancer care performance indicators.
利益相关者对癌症护理绩效指标的偏好。
Int J Health Care Qual Assur. 2008;21(2):175-89. doi: 10.1108/09526860810859030.
4
A balanced scorecard for health services in Afghanistan.阿富汗卫生服务的平衡计分卡。
Bull World Health Organ. 2007 Feb;85(2):146-51. doi: 10.2471/blt.06.033746.
5
Reading the right signals: How to strategically manage with scorecards.解读正确信号:如何通过记分卡进行战略管理。
Healthc Exec. 2005 May-Jun;20(3):8-14.
6
Using a balanced scorecard to improve the performance of an emergency department.运用平衡计分卡提升急诊科绩效
Nurs Econ. 2004 May-Jun;22(3):140-6, 107.
7
Developing a national performance indicator framework for the Dutch health system.为荷兰卫生系统制定国家绩效指标框架。
Int J Qual Health Care. 2004 Apr;16 Suppl 1:i65-71. doi: 10.1093/intqhc/mzh020.
8
No mission<-->no margin: it's that simple.没有使命就没有利润:就这么简单。
J Health Care Finance. 2001 Spring;27(3):21-9.
9
Applying the balanced scorecard in healthcare provider organizations.在医疗服务机构中应用平衡计分卡。
J Healthc Manag. 2002 May-Jun;47(3):179-95; discussion 195-6.
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Developing a quality management system for behavioral health care: the Cambridge Health Alliance Experience.开发行为健康护理质量管理体系:剑桥健康联盟的经验
Harv Rev Psychiatry. 2000 Nov;8(5):251-60.