A theoretical framework for holistic hospital management in the Japanese healthcare context

Statistical Analysis and Forecasts of Performance Indicators in the Romanian Healthcare System

BACKGROUND/OBJECTIVES

Globally, healthcare systems face challenges in optimizing performance, particularly in the wake of the COVID-19 pandemic. This study focuses on the analysis and forecasting of key performance indicators (KPIs) for the County Emergency Clinical Hospital in Craiova, Romania. The study evaluates indicators such as average length of stay (ALoS), bed occupancy rate (BOR), number of cases (NC), case mix index (CMI), and average cost per hospitalization (ACH), providing insight into their dynamics and future trends.

METHODS

We performed statistical analyses on quarterly data from 2010 to 2023, employing descriptive statistics and stationarity tests (e.g., Dickey-Fuller), using ARIMA models to forecast each KPI, ensuring model validation through tests for autocorrelation, heteroscedasticity, and stationarity. The model selection prioritized Akaike and Schwarz criteria for robustness.

RESULTS

The findings reveal that ALoS and BOR demonstrate seasonality and are influenced by colder months, and it is expected that the ALoS will stabilize to around five days by 2025. Moreover, we predict that the BOR will range between 46 and 52%, reflecting these seasonal variations. The NC forecasts indicate a post-pandemic recovery but to below pre-pandemic levels, and we project the CMI to stabilize at around 1.54, suggesting a return to consistent case complexity. The ACH showed significant growth, particularly in the fourth quarter, driven by inflation and seasonal costs, and it is projected to reach more than RON 3000 by 2025.

CONCLUSIONS

This study highlights the utility of ARIMA models in forecasting healthcare KPIs, enabling proactive resource planning and decision-making. The findings underscore the impact of seasonality and economic factors on hospital operations, offering valuable insights for improving efficiency and adapting to post-pandemic challenges.

What Makes a Hospital Excellent? A Qualitative Study on the Organization and Management of Five Leading Public Hospitals in China

Purpose

To summarize the organizational and management experiences and explore the organizational theoretical model of five leading public hospitals in China.

Patients and Methods

Purposive sampling was used to select five leading hospitals in different regions of China under the National Health Commission and Provincial Health Commission as study hospitals for the study. From August 2021 to March 2022, 8 leaders and 39 managers from these hospitals were surveyed using semi-structured interviews. The data and information were analyzed in four dimensions using thematic analysis and grounded theory, focused on summarizing the experiences and practices of China's leading hospitals in organizational system, culture, operations and performance management, and employee development. This study complied with the COREQ guidelines for reporting qualitative research.

Results

An organizational system model of the characteristics of hospital excellence was developed using four core attributes: organizational system, organizational culture, operations and performance management, and employee development; the model was named the System-Culture-Operation-Performance-Employee (SCOPE) model. Organization and management among leaders and managers in China's leading hospitals are based on the SCOPE process, resulting in employees' well-being, patients' positive outcomes, and organizational excellence. In terms of hospital culture, while adhering to the Hippocratic Oath, the hospital is deeply influenced by traditional Chinese culture, which emphasizes "benevolence" and "love", leading all staff to adhere to "patient-centered care and service." In terms of operations management, a separate operations management department is responsible for hospital operations and performance assessment. As for employee development, the staff's sense of reverence for their profession is emphasized and a reasonable salary system and good practice environment are established to promote staff motivation.

Conclusion

The SCOPE model reveals the perspectives of leaders and managers in China's leading hospitals regarding organization and management under a Chinese cultural background. These findings can complement the existing literature on hospital management systems.

Dimensions of performance and related key performance indicators addressed in healthcare organisations: A literature review

INTRODUCTION

Performance measurement systems have become essential managerial tools for healthcare organisations in the last few decades. They allow hospital managers to pilot their institution and assess the development of the organisation in helping managers in decision-making and viewing the different impacts of these decisions. However, there is a need to investigate further the dimensions of performance those performance measurement systems address.

METHODS

A literature review was primarily conduced about performance measures in healthcare organisations. A comparative study was secondly made to identify the different performance dimensions that are present in the literature during the last decade. Forty-nine studies were considered and sixteen proposal frameworks were used to make the comparative analyses.

RESULTS

We classified dimensions depending on the frequency of mobilisation of their components in four categories: the stars, the first runners-up, the opportunists and the forgotten ones. For each of the dimensions presented in this classification, the main types of KPIs proposed in the theoretical frameworks are presented. A discussion on relevance and possible blind spots is then conducted.

CONCLUSION

Although they were a lot of proposal frameworks of KPI proposed in the last decades to assess healthcare organisations, some dimensions remain underrepresented. There is still a need to develop structure KPI and describe their links. To go further, the development of dashboards asks the question of the definition of KPI, the description of their interconnections and their temporality of driving, because static performance reporting systems are not able to completely satisfy healthcare manager's decision support needs.

What makes a good quality indicator set? A systematic review of criteria

BACKGROUND

While single indicators measure a specific aspect of quality (e.g. timely support during labour), users of these indicators, such as patients, providers and policy-makers, are typically interested in some broader construct (e.g. quality of maternity care) whose measurement requires a set of indicators. However, guidance on desirable properties of indicator sets is lacking.

OBJECTIVE

Based on the premise that a set of valid indicators does not guarantee a valid set of indicators, the aim of this review is 2-fold: First, we introduce content validity as a desirable property of indicator sets and review the extent to which studies in the peer-reviewed health care quality literature address this criterion. Second, to obtain a complete inventory of criteria, we examine what additional criteria of quality indicator sets were used so far.

METHODS

We searched the databases Web of Science, Medline, Cinahl and PsycInfo from inception to May 2021 and the reference lists of included studies. English- or German-language, peer-reviewed studies concerned with desirable characteristics of quality indicator sets were included. Applying qualitative content analysis, two authors independently coded the articles using a structured coding scheme and discussed conflicting codes until consensus was reached.

RESULTS

Of 366 studies screened, 62 were included in the review. Eighty-five per cent (53/62) of studies addressed at least one of the component criteria of content validity (content coverage, proportional representation and contamination) and 15% (9/62) addressed all component criteria. Studies used various content domains to structure the targeted construct (e.g. quality dimensions, elements of the care pathway and policy priorities), providing a framework to assess content validity. The review revealed four additional substantive criteria for indicator sets: cost of measurement (21% [13/62] of the included studies), prioritization of 'essential' indicators (21% [13/62]), avoidance of redundancy (13% [8/62]) and size of the set (15% [9/62]). Additionally, four procedural criteria were identified: stakeholder involvement (69% [43/62]), using a conceptual framework (44% [27/62]), defining the purpose of measurement (26% [16/62]) and transparency of the development process (8% [5/62]).

CONCLUSION

The concept of content validity and its component criteria help assessing whether conclusions based on a set of indicators are valid conclusions about the targeted construct. To develop a valid indicator set, careful definition of the targeted construct including its (sub-)domains is paramount. Developers of quality indicators should specify the purpose of measurement and consider trade-offs with other criteria for indicator sets whose application may reduce content validity (e.g. costs of measurement) in light thereof.

Identification of Key Performance Indicators for Hospital Management Using an Extended Hesitant Linguistic DEMATEL Approach

Performance analysis is of great significance to increase the operational efficiency of healthcare organizations. Healthcare performance is influenced by numerous indicators, but it is unrealistic for administrators to improve all of them due to the restriction of resources. To solve this problem, we integrated double hierarchy hesitant fuzzy linguistic term sets (DHHFLTSs) with the decision-making trial and evaluation laboratory (DEMATEL) and proposed a DHHFL– DEMATEL method to identify key performance indicators (KPIs) in healthcare management. For the developed approach, the judgments of experts on the inter-relationships among indicators were represented by DHHFLTSs, and a novel combination weighting approach was proposed to obtain experts’ weights in line with hesitant degree and consensus degree. Then, the normal DEMATEL method was extended and used for examining the cause and effect relationships between indicators; the technique for the order of preference by similarity to the ideal solution (TOPSIS) method was utilized to generate the ranking of performance indicators. Finally, the feasibility and effectiveness of the proposed DHHFL–DEMATEL approach were illustrated by a practical example in a rehabilitation hospital.

A three-step methodology for process-oriented performance: how to enhance automated data collection in healthcare

Background. Healthcare managers often attempt to enhance process-oriented performance. However, this remains a challenge. New approaches aimed at increasing the implementation success of process-oriented performance measurement should be investigated. Methods. This study investigates and discusses a step-by-step methodology to implement an automated and effective process-oriented performance measurement system in a hospital. The methodology is based on a framework for developing dashboards based on three steps: the demand side, supply side, and the fit between the two. An illustrative case of the process of hip surgery in the operating room of two hospitals is used. Results. A methodology has been developed to define a reliable set of process-oriented performance metrics, allowing analysis and management of the different flows in healthcare in an integrated way, several methods were investigated to automatically integrate the data gathered into a reporting infrastructure that can be used to disseminate the results. Conclusion. This step-by-step methodology allows healthcare organizations to develop and implement effective process-oriented performance measurement in an automated way. This allows the alignment of the goals of hospital management and various stakeholders with the more analytical analysis of business process management notation and hospital information system (HIS) data.

Factors affecting the effectiveness of quality control circles in a hospital using a combination of fuzzy VIKOR and Grey Relational Analysis

Background:

One of the techniques used to achieve productivity, employees’ job satisfaction and higher quality goods and services, as well as to solve the problems by using a team, is the formation of quality control circles. Quality control circles enable managers to meet the organization’s and employees’ needs through making effective use of resources and facilities. On the other hand, the quality of services is always affected by uncertainty and ambiguous and implicit judgments, which make its measurement uncertain.

Aim:

The present study aimed to identify important factors affecting the effectiveness of quality control circles in a hospital, as well as rank them using a combination of fuzzy VIKOR and Grey Relational Analysis (GRA).

Methodology:

This was an applied, cross-sectional and descriptive–analytical study conducted in 2016. The study population consisted of five academic members and five experts in the field of nursing working in a hospital, who were selected using a purposive sampling method. Also, a sample of 107 nurses was selected through a simple random sampling method using their employee codes and the random-number table. The required data were collected using a researcher-made questionnaire which consisted of 12 factors. The validity of this questionnaire was confirmed through giving the opinions of experts and academic members who participated in the present study, as well as performing confirmatory factor analysis. Its reliability also was verified (α=0.796). The collected data were analyzed using SPSS 22.0 and LISREL 8.8, as well as VIKOR–GRA and IPA methods.

Results:

The results of ranking the factors affecting the effectiveness of quality control circles showed that the highest and lowest ranks were related to ‘Managers’ and supervisors’ support’ (Š = 6.80, [Formula: see text] = 0.36) and ‘Group leadership’ (Š = 2.63, [Formula: see text] = 0.98). Also, the highest hospital performance was for factors such as ‘Clear goals and objectives’ and ‘Group cohesiveness and homogeneity’, and the lowest for ‘Reward system’ and ‘Feedback system’, respectively.

Conclusion:

The results showed that although ‘Training the members’, ‘Using the right tools’ and ‘Reward system’ were factors that were of great importance, the organization’s performance for these factors was poor. Therefore, these factors should be paid more attention by the studied hospital managers and should be improved as soon as possible. Applying quality control circles in any organization is very helpful and provides opportunities for maximum use of employees’ creativity, initiative and skills in reaching their and their organization’s goals and objectives, and prepares favorable working conditions for the employees’ optimal performance through increasing the managers’ sense of responsibility and commitment.

Identifying Key Performance Indicators for Holistic Hospital Management with a Modified DEMATEL Approach

Performance analysis is an important way for hospitals to achieve higher efficiency and effectiveness in providing services to their customers. The performance of the healthcare system can be measured by many indicators, but it is difficult to improve them simultaneously due to the limited resources. A feasible way is to identify the central and influential indicators to improve healthcare performance in a stepwise manner. In this paper, we propose a hybrid multiple criteria decision making (MCDM) approach to identify key performance indicators (KPIs) for holistic hospital management. First, through integrating evidential reasoning approach and interval 2-tuple linguistic variables, various assessments of performance indicators provided by healthcare experts are modeled. Then, the decision making trial and evaluation laboratory (DEMATEL) technique is adopted to build an interactive network and visualize the causal relationships between the performance indicators. Finally, an empirical case study is provided to demonstrate the proposed approach for improving the efficiency of healthcare management. The results show that "accidents/adverse events", "nosocomial infection", ''incidents/errors", "number of operations/procedures" are significant influential indicators. Also, the indicators of "length of stay", "bed occupancy" and "financial measures" play important roles in performance evaluation of the healthcare organization. The proposed decision making approach could be considered as a reference for healthcare administrators to enhance the performance of their healthcare institutions.

Performance indicators: healthcare professionals’ views

Purpose

– The purpose of this paper is to capture factors behind professional views of indicator usefulness as a common structure for assessing healthcare performance and their important characteristics to design limited key performance indicators (PIs) for holistic hospital management.

Design/methodology/approach

– Two surveys were conducted using self-administered questionnaires, in which hospital manager/staff respondents were asked to rate the 52 PIs’ usefulness. In total, 228 manager and 894 staff responses were collected.

Findings

– Eight factors were elicited from manager and staff responses as performance measures with 72 percent cumulative variance accounted for. Hospital managers and staff showed similar performance measure perceptions: high-utility acknowledgment on safety, operational efficiency and patient/employee satisfaction but relatively low-employee development concerns. Manager indicator usefulness perceptions were rather homogeneous and significantly higher than staff for almost all performance measures.

Practical implications

– Homogeneous manager views mean that a single key PI set for hospital management may be established regardless of hospital attributes. The following aspects may be measures that should be managed in a healthcare organization based on their key PIs: patient/employee safety, operational efficiency, financial effectiveness and patient/employee satisfaction.

Originality/value

– This is a pilot study on hospital management PIs in Japan. The eight-dimensional factor structure and findings about healthcare provider perceptions may be useful for healthcare management.