Modeling And Applying Research On Stomatology Hospital Strategic Performance Management Process

Recently Ministry of Health issues a series of documents, which offers "It will establisha modern hospital management system, optimize the internal operation, improve theperformance appraisal to establish a performance appraisal system of public hospital as thecore of the public nature and operating efficiency." is as the important aspect in the reform ofthe public hospital. With the fierce competition of the Chinese medical market, the privatehospital, the joint-ventures hospital’s development, the public hospital managers and hospitalmanagement researchers will focus on enhancing the hospital’s competitive power, for that itcan develop rapidly in the health industry and the public hospital reform and in thehealthcare market competition, which must be as the most urgent task.Without the clearly judgment to the situation, it is impossible to have a clear cognitionabout development of hospital. Drawing up the hospital development strategies to adapt tothe situation of China, is the key element which has the advantage in the reform andcompetition. After it has a good hospital strategy, how to make strategy landing, that is, howto execute the strategy, is the difficulties and key points of the hospital managers.Thinking and practicing came into being about the hospital performance managementbasing on the strategy. This paper studies to build the hospital strategic performancemanagement process model and to use the process model in a hospital. It applys the advancedmanagement thinking and tools to build the clear operational model. The hospitaladministrators get a simple and clear management tool to improve the managementefficiency.The paper uses the IDEF modeling method, the PDCA circle, the balanced scorecardand the strategy map as the design tool and the overall thinking, to build the hierarchicalstrategy and promote the implementation of the hospital strategy. Building the stomatologyhospital strategic performance management process model to form a good cycle, canimprove continued the hospital competitiveness. The balanced scorecard which was inventedby American scholar Kaplan and management consultant Norton, was praised as the greatestmanagement tool within75years in the "Harvard Business Review". The tool continued the success in the enterprise. They developed it from a performance management tool into astrategic management tool. This paper applys the latest achievements of the method. Itenhances the hospital performance management from the hospital’s performance appraisal,and merges the hospital strategy into its performance management system. In the hospitalperformance management PDCA cycle, it achieves its strategy and sustainable development.This paper does a case study to use the new model with a stomatology hospital data, toclarity the method and process of using the model. In the plan stage, these steps arecompleted: establishing the project team, analying the hospital situation, analying the hospitalassess situation and doing the SMART analysis of hospital performance management projec.In the implementation stage, these steps are completed: developing a strategy map, importingthe balanced scorecard, communicating and training and optimizing the internal processes; Inthe check stage, the performance appraisal and performance rewards are completed. In thefeedback stage, these steps are completed: completing the employee feedback, patientfeedback, testing the Balanced Scorecard performance and improving the system.In the hospital business processes optimization, with the flow analysis methods ofindustrial engineering field, it optimizes and reconstructs the processes of teeth cleaning andthe dental handpieces disinfection, to reduce the operating time and improve the operatingefficiency. The paper made a valid attempt in the hospital business process optimizationmethod.