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The main problem in many institutions is losses due to a redundant management system. Practical examples include ineffective resource-intensive control systems, unnecessary reporting systems, and excessive control over performers and details. Thus, it is necessary to create a system of work for the institution aimed at minimizing all possible losses of material and intangible resources, standardizing processes, eliminating errors, and creating the most patient-centered organization of medical services.
For this purpose, it seems necessary to introduce a KPI system and Six Sigma. The management of the clinic through the management accounting system allows an organization to achieve efficiency without much expenditure of human and material resources (Shohet & Nobili, 2017). One of the main components of this accounting is key performance indicators or KPIs. It is a system of assessment that allows one to determine the effectiveness in achieving strategic and tactical goals. The use of the key indicators allows us to assess the state of the clinic at the moment to help correctly assess the implementation of the strategy.
The KPI system in medicine is the monitoring of the activities of the staff of a clinic or medical center, namely the business activity of its managers, as well as other employees of the clinic as a whole, in an online mode.
The Six Sigma methodology focuses on improving management performance, and process efficiency and selecting appropriate criteria for evaluating production processes and projects for their improvement (Henrique & Godinho-Filho, 2020). The emphasis, in this case, is necessary on change management. This process is focused on changes in the corporate culture when medical organizations abandon decision-making based on subjective opinions and redundant infrastructure in favor of analysis based on factual information and the use of statistical methods. For the Six Sigma methodology to become an integral part of the management system, management must apply unique methods and tools to control the implementation and operation of six-sigma projects.
References
Henrique, D. B., Godinho-Filho, M. (2020). A systematic literature review of empirical research in Lean and Six Sigma in healthcare. Total Quality Management & Business Excellence, 31(3-4), 429-449.
Shohet, I. M., & Nobili, L. (2017). Application of key performance indicators for maintenance management of clinic facilities. International Journal of Strategic Property Management, 21(1), 58-71.
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