- Development of a Performance Measurement System that allows for the monitoring of the service's evolution,
the alignment of objectives,
and the evaluation of individual employees within the strategy of the ward and the hospital.
- The structure of the Strategic Map for the ward along with the strategy of the Hospital is the key document for the definition of objectives,
initiatives,
targets,
weights and tolerances,
and was indispensable to the construction of the "Cockpit" of Indicators for the Performance measurement.
The imaging service has a total of 57 employees,
of whom 40 were interviewed,
with the sample selected representing 70%.
The organic structure of the service is composed of the Technical Assistants,
the Operational Assistants,
the Radiology Technicians,
the Radiologists,
the Coordinating Technician and the Service Director.
The overall production of the radiology service,
between 2014 and 2015,
increased by 14.40%.
Strategic Decision: Election of Strategic Vectors
The analysis of the SWOT matrix allowed the identification of several alternative Strategic Vectors,
among which were compared and evaluated:
(A) BSC and performance evaluation
B) Innovation
C) Management and information system
D) Motivation and professional development
E) Efficiency and the financial balance of the
(F) Focusing (centering on users)
From the assessment carried out,
it is concluded that the structuring of the strategy should be given preference through the assumption of the most scaled-up vectors,
namely BSC and performance evaluation (375 points),
innovation (368 points) and management and Information (316 points).
These will be the guiding vectors of the BSC's strategic map.
Phase 1 - The purpose of this phase was to get to know the HF,
EPE,
the Radiology Department,
to guarantee access to information and the participation of the interlocutors indispensable to the implementation of the social work plan.
Phase 2 - At this stage,
we sought to identify and evaluate the critical success factors that characterize the internal and external environment of the service.
For this purpose,
empirical work was carried out,
which consisted of collecting primary data from the heads,
professional sectors and users of the service,
in their treatment and compilation of results.
Phase 3 - In the face of the diagnosis,
we tried to cross the internal and external environment in order to formulate alternative strategic initiatives that enhance opportunities and mitigate threats.
Through an attentive analysis of the multiple strategic initiatives identified,
we were able to extract alternative strategic vectors.
Phase 4 - At the stage of the identified alternative strategic vectors,
a comparative analysis and corresponding evaluation were carried out.
Phase 5 - In this phase the strategic map was drawn up in all its extension,
namely selection of perspectives,
vectors,
objectives,
cause and effect relationships,
indicators,
initiatives,
goals,
tolerances,
weights and tokens (for the objectives and initiatives).