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Monitoring and Reporting Performance Metrics

Monitoring and Reporting Performance Metrics. Improvement Path Systems – Joe Zuchora. Context, Purpose, Outcome. 1) Context: Navy Medicine can benefit from monitoring and reporting performance metrics to help drive better decisions at all management levels.

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Monitoring and Reporting Performance Metrics

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  1. Monitoring and Reporting Performance Metrics Improvement Path Systems – Joe Zuchora

  2. Context, Purpose, Outcome • 1) Context: Navy Medicine can benefit from monitoring and reporting performance metrics to help drive better decisions at all management levels. • 2) Purpose: Guidance will be provided in designing and creating dashboards, and examples of successful dashboards used for performance monitoring will be discussed • 3) Outcome: Identification of the need for dashboards and methodology for creating and using dashboards. FOR OFFICIAL USE ONLY

  3. Agenda • What is a Dashboard? • Why Dashboards? • Monitoring of performance • Dashboard design • Metric selection and creation • Display of metrics • Setting targets • Management decisions • Case study FOR OFFICIAL USE ONLY

  4. What is a Dashboard? • “An easy to read, often single page, real-time user interface, showing a graphical presentation of the current status and historical trends of an organization’s Key Performance Indicators” • -Peter McFadden, CEO Excel Dashboard Widgets FOR OFFICIAL USE ONLY

  5. Why Dashboards? • Data Rich • Data Consolidation • Information Application • Long term: Monitoring Performance (Pharmacy Historical Queue Time) • Short term: Display actionable, concise information (Pharmacy Current Wait Time) • Benefits: Automated, real-time information, available to all stakeholders FOR OFFICIAL USE ONLY

  6. Performance Monitoring • Need for monitoring • Progress • Goal Definition • Update • Thresholds • Sustainment • Performance visibility • Clear/Simple • Audience FOR OFFICIAL USE ONLY

  7. Designing a Dashboard • Key Questions before you get started: • Who is the audience? • Role • Workflow • Data skills • What value will the dashboard add? • Dashboards can provide value in a lot of different ways • What type of dashboard do we need? • Strategic? Operations? Historical? Real-time? High level? Drill-able? Be aware of the consumers of the information FOR OFFICIAL USE ONLY

  8. Designing a Dashboard • Each page or grouping of visualization needs a goal • Ask good questions • Resist the urge to add every metric available • “What if I told you…” • Reporting vs. Exploring • If the metric has not been measured or produced before, it does not belong on a dashboard Metrics need to be well-understood and designed for the end user. FOR OFFICIAL USE ONLY

  9. Metric Selection • Key performance indicators (KPIs) allow for ongoing measurement of a system’s performance • KPIs should be: • Simple • Understood • Actionable • Credible The perfect metric is actionable, understood, credible, transparent and simple to calculate FOR OFFICIAL USE ONLY

  10. Metric Creation • Requirements and design • Identify data needs • Feasibility? • Prototype metrics with team • The technology of choice will dictate the visualization tool available. • Deploy, monitor, and make revisions • Documentation! • Pitfalls: Data source changes, business process changes, too many metrics, reporting vs. exploring The metric creation process is iterative in nature and involves the developers, project managers, and end users FOR OFFICIAL USE ONLY

  11. Display of Metrics • Types of charts • Trends • Pareto • Stoplights • Tables • Thermometers • Heat maps • Conditional Formatting FOR OFFICIAL USE ONLY

  12. Understanding Displays • Trend charts FOR OFFICIAL USE ONLY

  13. Understanding Displays • Pareto charts Pareto with drill down “What is the most common reason for last minute cancellations? How can I find out more information?” FOR OFFICIAL USE ONLY

  14. Understanding Displays • Stoplights, Tables, Maps, and Conditional Formatting FOR OFFICIAL USE ONLY

  15. Setting Targets • A target should be achievable • Moderate • Stretch • A target should be intuitive • Zero sentinel events FOR OFFICIAL USE ONLY

  16. Monitoring Using Targets • More than just meeting the target • Variability • Comparisons over time Target: 20 minute queue time or less. FOR OFFICIAL USE ONLY

  17. Management Decisions • Management via dashboard is enabled by: • Tool visibility at all appropriate levels • Regular review of dashboard metrics • Ownership of metrics • Identification of all metric contributors • Focus on processes and not “gaming” the metric Management must own the metrics – it is a top down process. FOR OFFICIAL USE ONLY

  18. Case Study Data rich example of using tables to display information. Audience: Technical and Analytical End User Value: Provide a forecasted workload Type: Specific, tactical, forecasting FOR OFFICIAL USE ONLY

  19. Case Study Data consolidation example of using different types of displays. Audience: Strategic, Director/CO Level Value: Performance monitoring, create action items Type: Specific, operational, historical and current FOR OFFICIAL USE ONLY

  20. Case Study Data consolidation example of using different types of displays. Audience: Tactical, Manager/Front line supervisor Value: Performance monitoring, action items for today Type: Specific, tactical, current Tech Name 1 Tech Name 2 Tech Name 3 Tech Name 4 Tech Name 5 Tech Name 6 Tech Name .. FOR OFFICIAL USE ONLY

  21. Questions Joe Zuchora, Analyst Improvement Path Systems zuchora@improvmentpath.com 248-935-6364 FOR OFFICIAL USE ONLY

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