Utilising Decision Support Systems
to Improve Operational Performance
Dr Munro Neville and Stuart Muirhead
August 2003
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Introduction
•
Compared with other organisations, health care
organisations are complex entities to manage.
• The community expects immediate service without waiting
lists. The government expects hundreds of reports.
•
Hospital managers are often criticised for not meeting the
government targets that have been set after the government
analyses historical data from past operations.
•
The main theme is integration of information, its analysis
and decision making in a timely fashion. This means quality
data, properly integrated, and appropriate, easy-to-use tools
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Understanding the Problem
•
Part of the problem is the organizational silos that often
become barriers to the smooth transition from Strategy to
Operations.
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Understanding the Solution
•
To link strategic thinking with day to day operations. What
has been needed is an approach that is simple enough for
the intelligent lay board member but is effective and detailed
enough for the front line manager to use in daily operations.
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Case Study
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Case Study, continued
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Case Study, continued
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Case Study, continued
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Case Study, continued
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Integrating activity, finance, peers
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Detailed peer analysis
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Financial performance
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Integrated Data and Analysis
Feeders
Integrated Warehouse
Comparative Data
National studies
National systems
Peer performance
Activity Data
PAS data
Theatre data
Imaging
Pathology
Pharmacy
Process Data
Resources
Pathways
Financial Data
Gen Ledger
Casemix costing
Budgeting
Price lists
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Analysis Tools
Conclusions
•
The information silos of yesterday no longer need to exist
given the speed and accuracy of current Decision Support
System modelling technology.
•
The key to solving strategic problems using Decision
Support Systems is to use integrated comprehensive
modelling systems that quickly and easily identify alternative
solutions.
•
The technology exists to enable you to stay ahead of
strategic challenges.
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© Clinsaver Australia Pty Limited