مدیریت عملکرد و تعیین شاخص‌های نگهداشت از دارایی مبتنی بر روش کارت امتیازی متوازن

افشاری راد, مجید; یعقوبی, فرناز; رمضانی, سعید

مدیریت عملکرد و تعیین شاخص‌های نگهداشت از دارایی مبتنی بر روش کارت امتیازی متوازن

نوع مقاله : ترویجی

نویسندگان

¹ دانشیار گروه اقتصاد امور عمومی، دانشکده اقتصاد، دانشگاه خوارزمی، تهران، ایران

² دانش آموخته کارشناسی ارشد مهندسی صنایع، دانشگاه خوارزمی،تهران، ایران

³ استادیار گروه مهندسی صنایع دانشکده فنی و مهندسی، دانشگاه جامع امام حسین ع، تهران، ایران

چکیده

این تحقیق با هدف تدوین چارچوبی جامع برای مدیریت عملکرد و تعیین شاخصهای نگهداری دارایی در بیمارستانهای تابعه شهید بهشتی با استفاده از روش کارت امتیازی متوازن می‌باشد. این مطالعه با استفاده از روش ترکیبی، جمع‌آوری داده‌های کیفی و کمی را ادغام می‌کند. در ابتدا، یک رویکرد استقرایی برای جمعآوری دادهها از ادبیات مربوطه، اسناد بیمارستانی، و شاخصهای ایجاد شده توسط وزارت بهداشت و درمان استفاده شد. در ادامه، مصاحبههای فردی با کارشناسان انجام شد و از روش دلفی برای اصلاح و بومیسازی شاخصهای شناسایی شده استفاده شد. نمونه کیفی شامل مدیران ارشد بیمارستان و اساتید گروه مدیریت و اقتصاد سلامت دانشگاه علوم پزشکی شهید بهشتی بود. در مجموع 12 شرکت‌کننده از طریق نمونهگیری قضاوتی غیراحتمالی برای تشکیل تیم کارت امتیازی متوازن انتخاب شدند. جامعه هدف از بعد کمی شامل کلیه مدیران عالی، میانی و پایه بیمارستان شهید بهشتی شامل رئیس، دستیاران، مدیران داخلی، کادر پرستاری، منابع انسانی، مالی، بهبود کیفیت، فناوری اطلاعات سلامت، تجهیزات پزشکی و سرپرستان بخش بالینی با استفاده از روش نمونهگیری تصادفی خوشهای، حجم نمونه 384 نفر به دست آمد. یافته‌ها نشان میدهد که از طریق بررسی کامل ادبیات، اسناد بیمارستانی، و بحثهای فردی و گروهی، 20 شاخص عملکرد کلیدی شناسایی شدند. این شاخص‌ها در چارچوب کارت امتیازی متوازن برای مدیریت عملکرد نگهداری دارایی طبقه‌بندی شدند. شاخص‌های چشم‌انداز مالی شامل تعداد تجهیزات حیاتی، زمان خرابی، هزینه عملیاتی خالص به‌ازای قیمت تجهیزات و درصد فرسودگی تجهیزات بود. شاخص‌های دیدگاه مشتری بر دردسترس‌بودن تجهیزات و احتمال وضعیت سلامتی متمرکز شده است. شاخص‌های فرایند داخلی شامل درصد خرابی‌های کشف شده، زمان انتظار برای سرویس و درصد تجهیزات ثبت شده در نرم‌افزار مدیریت است. در نهایت، شاخص‌های چشم‌انداز رشد و یادگیری شامل تعداد دوره‌های آموزشی تکمیل شده توسط پرسنل سالانه و تعداد گزارش‌های تکمیل شده بود. از طریق تحلیل عاملی تأییدی، یک چارچوب قوی برای مدیریت عملکرد نگهداری دارایی‌های بیمارستان ایجاد شد که یک رویکرد ساختاریافته برای افزایش کارایی عملیاتی و کیفیت خدمات ارائه می‌کند. مدیریت عملکرد و نگهداری دارایی اجزای حیاتی عملیات زنجیره تأمین مؤثر در تنظیمات مراقبت‌های بهداشتی هستند. با اجرای روش کارت امتیازی متوازن، بیمارستان‌ها می‌توانند اطمینان حاصل کنند که راهبرد‌های مدیریت دارایی‌شان با اهداف سازمانی گسترده‌تر همسو است و در نهایت منجر به بهبود ارائه خدمات، کاهش هزینه‌های عملیاتی و افزایش رضایت بیماران می‌شود. این چارچوب نه‌تنها از همسویی راهبرد منابع پشتیبانی میکند، بلکه فرهنگ بهبود مستمر را در زنجیره تأمین مراقبت‌های بهداشتی تقویت نموده و به نتایج سلامت بهتر و انعطاف‌پذیری عملیاتی کمک میکند.

کلیدواژه‌ها

20.1001.1.20089198.1403.26.83.4.3

موضوعات

زنجیره تأمین بهداشت و سلامت

عنوان مقاله [English]

Performance Management and Determination of Asset Maintenance Indicators Based on the Balanced Scorecard Method

نویسندگان [English]

Majid Afsharirad ¹
Farnaz Yaghoubi ²
Saeid Ramezani ³

¹ کرج- طالقانی شمالی- بالاتر از فروشگاه فرهنگیان- کوچه مسعودبابا- ساختمان سرو- پلاک 65- واحد 3

² kharazmi university

³ industries engineering ,Emam Hossein University

چکیده [English]

This research aims to develop a comprehensive framework for managing performance and determining asset maintenance indicators in Shahid Beheshti affiliated hospitals using the balanced scorecard method. Employing a mixed-methods approach, the study integrates qualitative and quantitative data collection. Initially, an inductive approach was utilized to gather data from relevant literature, hospital documents, and indicators established by the Ministry of Health and Treatment. Subsequently, individual interviews with experts were conducted, and the Delphi method was employed to refine and localize the identified indicators. The qualitative sample consisted of senior managers from the hospital and professors from the Department of Management and Health Economics at Shahid Beheshti University of Medical Sciences. A total of 12 participants were selected through non-probability judgmental sampling to form the balanced scorecard team. For the quantitative aspect, the target population included all high, middle, and basic managers of Shahid Beheshti Hospital, comprising the president, assistants, internal managers, nursing staff, human resources, finance, quality improvement, health information technology, medical equipment, and clinical department supervisors. A random-cluster sampling method was employed, resulting in a sample size of 384 individuals. The findings reveal that through a thorough review of the literature, hospital documentation, and both individual and group discussions, 20 key performance indicators were identified. These indicators were categorized within the balanced scorecard framework for asset maintenance performance management. The financial perspective indicators included the number of critical equipment, failure time, net operational cost per equipment price, and the percentage of equipment obsolescence. Customer perspective indicators focused on equipment availability and health status probability. Internal process indicators comprised the percentage of discovered failures, waiting time for service, and the percentage of equipment registered in the management software. Finally, growth and learning perspective indicators included the number of training courses completed by personnel annually and the number of completed reports. Through confirmatory factor analysis, a robust framework for managing the maintenance performance of hospital assets was established, providing a structured approach to enhance operational efficiency and service quality. performance management and asset maintenance are critical components of effective supply chain operations in healthcare settings. By implementing the balanced scorecard method, hospitals can ensure that their asset management strategies align with broader organizational goals, ultimately leading to improved service delivery, reduced operational costs, and enhanced patient satisfaction. This framework not only supports the strategic alignment of resources but also fosters a culture of continuous improvement within the healthcare supply chain, contributing to better health outcomes and operational resilience.

کلیدواژه‌ها [English]

Performance Management
Asset Maintenance Indicators
Balanced Scorecard Method
Hospit

مراجع

[1] M. Bourne, A. Neely, J. Mills, and K. Platts, “Implementing performance measurement systems: a literature review,” International journal of business performance management, vol. 5(1), pp. 1-24, 2003. https://doi.org/10.1504/IJBPM.2003.002097

[2] J. M. Simões, C. F. Gomes, and M. M. Yasin, “A literature review of maintenance performance measurement: A conceptual framework and directions for future research,” Journal of Quality in Maintenance Engineering, vol. 17(2), pp. 116-137, 2011. https://doi.org/10.1108/13552511111134565

[3] E. Grigoroudis, E. Orfanoudaki, and C. Zopounidis, “Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard,” Omega, vol. 40(1), pp. 104-119, 2012 https://doi.org/10.1016/j.omega.2011.04.001

[4] A. Parida and U. Kumar, “Maintenance performance measurement (MPM): issues and challenges,” Journal of Quality in Maintenance Engineering, vol. 12(3), pp. 239-251, 2006. https://doi.org/10.1108/13552510610685084

[5] A. C. Marquez and J. N. Gupta, “Contemporary maintenance management: process, framework and supporting pillars,” Omega, vol. 34(3), pp. 313-326, 2006. https://doi.org/10.1016/j.omega.2004.11.003

[6] K. Y. Kutucuoglu, J. Hamali, Z. Irani, and J. M. Sharp, “A framework for managing maintenance using performance measurement systems,” International Journal of Operations & Production Management, vol. 21(1/2), pp. 173-195, 2001.https://doi.org/10.1108/01443570110358521

[7] A. Parida and G. Chattopadhyay, “Development of a multi‐criteria hierarchical framework for maintenance performance measurement (MPM),” Journal of Quality in maintenance Engineering, vol. 13(3), pp. 241-258, 2007. https://doi.org/10.1108/13552510710780276

[8] P. N. Muchiri, L. Pintelon, H. Martin, and De A. M. Meyer, “Empirical analysis of maintenance performance measurement in Belgian industries,” International Journal of Production Research, vol. 48(20), pp. 5905-5924, 2010.

[9] U. Kumar, “Development and implementation of maintenance performance measurement system: Issues and challenges,” In Engineering Asset Management: Proceedings of the 1 st World Congress on Engineering Asset Management (WCEAM) 11–14 July 2006 (pp. 738-743). Springer London. 2006. https://doi.org/10.1007/978-1-84628-814-2_78

[10] L. Swanson, “Linking maintenance strategies to performance,” International journal of production economics, vol. 70(3), pp. 237-244, 2001. https://doi.org/10.1016/S0925-5273(00)00067-0

[11] P. Muchiri, L. Pintelon, L. Gelders, and H. Martin, “Development of maintenance function performance measurement framework and indicators,” International Journal of Production Economics, vol. 131(1), pp. 295-302, 2011. https://doi.org/10.1016/j.ijpe.2010.04.039

[12] J. Cullen, J. Joyce, T. Hassall, and M. Broadbent, “Quality in higher education: from monitoring to management,” Quality Assurance in Education, vol. 11(1), pp. 5-14, 2003. https://doi.org/10.1108/09684880310462038

[13] C. Lundgren, J. Bokrantz, and A. Skoogh, “Performance indicators for measuring the effects of Smart Maintenance,” International Journal of Productivity and Performance Management, vol. 70(6), pp. 1291-1316. 2021.https://doi.org/10.1108/IJPPM-03-2019-0129

[14] A. Ferreira and D. Otley, “The design and use of performance management systems: An extended framework for analysis,” Management accounting research, vol. 20(4), pp. 263-282, 2009. https://doi.org/10.1016/j.mar.2009.07.003

[15] I. Hristov, A. Appolloni, A. Chirico, and W. Cheng, “The role of the environmental dimension in the performance management system: A systematic review and conceptual framework,” Journal of Cleaner Production, vol. 293, p. 126075, 2021. https://doi.org/10.1016/j.jclepro.2021.126075

[16] Z. Hanum and R. Amin, “Analysis of the implementation of tax accounting for fixed assets in. Alkesindo Buana cakra,” In Journal of International Conference Proceedings (JICP), vol. 2, no. 1, p. 36, 2019. https://doi.org/10.32535/jicp.v2i1.508

[17] Hafsah, et al, “Intermediate Financial Accounting I. Medan: Prime Publishing,” 2016.

[18] Z. Hanum, and R. Amin, “Analysis of the implementation of tax accounting for fixed assets in Alkesindo Buana cakra,” In Journal of International Conference Proceedings (JICP), vol. 2, no. 1, p. 36, 2019. https://doi.org/10.32535/jicp.v2i1.508

[19] J. Mattioli, P. Perico, and P. O. Robic, “Artificial intelligence based asset management,” In 2020 IEEE 15th International conference of system of systems engineering (SoSE), pp. 151-156, 2020 IEEE. 10.1109/SoSE50414.2020.9130505

[20] R. S. Kaplan, “The balanced scorecard measures that drive performance,” Harvard business review, 1992.

[21] A. H. Akhravi and S. J. Musa Katami, “Evaluation of supply chain performance of projects based on BSC and lean thinking; Subject of study: Petrochemical projects,” Scientific Journal of Supply Chain Management, vol. 21(62), pp. 73-85, 2018. (In Persian)

[22] D. F. Beard, “Successful applications of the balanced scorecard in higher education,” Journal of Education for Business, vol. 84(5), pp. 275-282, 2009. https://doi.org/10.3200/JOEB.84.5.275-282

[23] M. A. Camilleri, and A. C. Camilleri, “The students’ readiness to engage with mobile learning apps. Interactive Technology and Smart Education,” vol. 17(1), pp. 28-38, 2019. https://doi.org/10.1108/ITSE-06-2019-0027

[24] R. S. Kaplan and D. P. Norton, “Alignment: Using the balanced scorecard to create corporate synergies,” Harvard Business Press, 2006.

[25] I. G. A.Erawan, “Implementation of Balanced Scorecard in Indonesian government institutions: A systematic literature review,” JPAS (Journal of Public Administration Studies), vol. 4(2), pp. 64-71, 2019. https://doi.org/10.21776/ub.jpas.2019.004.02.4

[26] R. O. Alshawabkeh, H. K. Al-Awamleh, M. I. Alkhawaldeh, R. K. Kanaan, S. I. Al-Hawary, A. A. Mohammad, and R. A. Alkhawaldah, “The mediating role of supply chain management on the relationship between big data and supply chain performance using SCOR model,” Uncertain Supply Chain Management, 2022.

[27] Y. Cahyono, D. Purwoko, I. R. Koho, A. Setiani, S. Supendi, P. I. Setyoko, M. Sosiady, and H. W. Wijoyo, “The role of supply chain management practices on competitive advantage and performance of halal agroindustry SMEs,” Uncertain Supply Chain Management, 2023.

[28] Z. Hui, W. He-cheng, and Z. Min-fei, “Partnership Management, Supply Chain Collaboration, and Firm Innovation Performance: An Empirical Examination,” International Journal of Innovation Science, vol. 7, pp. 127-138, 2015.

[29] L. V. Lerman, G. B. Benitez, J. M. Müller, P. R. de Sousa, and A. G. Frank, “Smart green supply chain management: a configurational approach to enhance green performance through digital transformation,” Supply Chain Management: An International Journal, 2022.

[30] R. S. Kaplan and D. P. Norton, “The office of strategy management,” Harvard business review, vol. 83(10), p. 72, 2005.

[31] A. C. Netto, A. H. de Andrade Melani, C. A. Murad, M. A. de Carvalho Michalski, G. F. Martha de Souza, and S. I. Nabeta, “A novel approach to defining maintenance significant items: A hydro generator case study,” Energies, vol. 13(23), p. 6273, 2020. https://doi.org/10.3390/en13236273

[32] J. M. Wakiru, L. Pintelon, P. Muchiri, and P. Chemweno, “A comparative analysis of maintenance strategies and data application in asset performance management for both developed and developing countries,” International Journal of Quality & Reliability Management, vol. 39(4), pp. 961-983, 2022.

[33] D. Maletič, H. Pačaiová, A. Nagyová, and M. Maletič, “The link between asset risk management and maintenance performance: A study of industrial manufacturing companies,” Quality Innovation Prosperity, vol. 24(3), pp. 50-69, 2020. https://doi.org/10.12776/qip.v24i3.1477

[34] T. M. Brueck, “Leading Practices and Key Performance Indicators for Asset Maintenance,” IWA Publishing, 2014.

[35] A. N. Karar, A. Labib, and D. F. Jones, “A conceptual framework for an agile asset performance management process,” Journal of Quality in Maintenance Engineering, vol. 28(4), pp. 689-716, 2021. https://doi.org/10.1108/JQME-02-2021-0016

[36] A. Crespo Márquez, A. de la Fuente Carmona, A. J. Guillén López, A. S. Rosique, J. Serra Parajes, P. Martínez-Galán Fernández, and J. Izquierdo, “Defining asset health indicators (AHI) to support complex assets maintenance and replacement strategies,” A generic procedure to assess assets deterioration, Value Based and Intelligent Asset Management: Mastering the Asset Management Transformation in Industrial Plants and Infrastructures, pp. 79-99, 2020. https://doi.org/10.1007/978-3-030-20704-5_4

[37] I. Sastradinata, “Balanced Scorecard as a Method of Assessing the Performance of a Hospital Management System,” Open Access Indonesia Journal of Social Sciences, vol. 4(2), pp. 205-209, 2021. https://doi.org/10.37275/oaijss.v4i1.34

[38] D. Lu, and J. Hao, “Innovation on the Performance Management Index System of Public Hospital Based on Balanced Scorecard: A Case Study of S Hospital,” In Proceedings of the 2019 2nd International Conference on Data Storage and Data Engineering, pp. 39-43, 2019. https://doi.org/10.1145/3354153.3354165

[39] A. A. A. Jaber, A. J. Nashwan, and A. AbuJaber, “Balanced scorecard-based hospital performance measurement framework: a performance construct development approach,” Cureus, vol. 14(5), 2022. DOI 10.7759/cureus.24866

[40] C. Oliveira, A. Martins, M. A. Camilleri, and S. Jayantilal, “Using the balanced scorecard for strategic communication and performance management,” In Strategic corporate communication in the digital age Emerald Publishing Limited, pp. 73-88, 2021. https://doi.org/10.1080/00207540903160766

[41] S. Ramezani, M. Motamedi, and M. Molazade, “Development of Performance Indicators for Maintenance Management,” Publications of Business Printing and Publishing Company, 2018. (In Persian)

[42] J. Taylor and C. Baines, “Performance management in UK universities: implementing the Balanced Scorecard,” Journal of Higher Education Policy and Management, vol. 34(2), pp. 111-124, 2012.

[43] Barzegar, Ramezani, & Barzegar, “Providing a framework for reliability engineering and maintenance excellence (iREAM3),” based on asset management principles, Scientific Journal of Supply Chain Management, vol. 23(73), pp. 25-39, 2022. (In Persian)