academic perspectives on industry practices: preliminary results from the mt project gary david,...
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Academic Perspectives onAcademic Perspectives on Industry Practices: Industry Practices:
Preliminary Results from the MT Project Preliminary Results from the MT Project
Academic Perspectives onAcademic Perspectives on Industry Practices: Industry Practices:
Preliminary Results from the MT Project Preliminary Results from the MT Project
Gary David, PhD*Associate Professor of Sociology
Donald Chand, PhDProfessor of Management
Angela Garcia, PhDAssociate Professor of Sociology
Bentley CollegeWaltham, MA
*Please direct all correspondences to Gary David, [email protected]
Researcher BiosResearcher BiosResearcher BiosResearcher BiosGary David, PhD (Associate Professor of Sociology)Research focuses on the role that interpersonal interactions play in the formation of intergroup relations. Conducted research primarily in workplace settings where intercultural/intergroup interactions take place on a regular basis. Present projects include examining the nature of collaborative activity in multicultural worksites, how co-workers build a collaborative relationship through engaging in workplace practices, and the impact of information and communication technologies on intercultural communication in the global organization. Presented internationally on ethnic identity, intercultural communication, enterprise system implementation, and globally-distributed software development teams.
Donald Chand, PhD (Professor of Information and Process Management)Twenty-five years of industry and academic experience in information systems. Worked for Lockheed Georgia Company, Digital Equipment Corporation, Georgia State University and Boston University. Current teaching interests are in business process management, IT project management and object-oriented systems analysis and design, and his research interests are in Design Methodologies, Social Side of Global Software Development and IT project management. Published articles in the Communications of the ACM, the Journal of ACM, IEEE Software, Journal of Decision Support Systems, Journal of Computers in Industry and the proceedings of the major conferences in our field. Dr. Chand also served the Associate Editor of the Journal of Information Technology Management.
Angela Garcia, PhD (Associate Professor of Sociology)Angela Garcia has conducted research on communication in a variety of workplace settings, including mediation hearings, emergency phone call centers, and college classrooms. Her current research addresses such topics as how the job of medical transcriptionist is done, how construction trench workers can be motivated to adopt safe work practices, how people communicate in chat room conversations, and how the internet has affected nonprofit organizations.
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Research ProjectResearch ProjectResearch ProjectResearch Project
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Data CollectionData CollectionMay 2007 – March 2008May 2007 – March 2008
Data CollectionData CollectionMay 2007 – March 2008May 2007 – March 2008
• Interviews– Over twenty one-on-one interviews with MTs– Thirteen one-on-one interviews with MTSO management
• Focus Groups– Five MT focus groups, with over twenty total participants
• Webinars– Two webinars for MTIA/AHDI (performance metrics and balanced
scorecards for MT industry• Committee Work
– Serving on SRT special committee, and working with BP in quality assurance committee
• Site Visits– Numerous site visits to New England regional transcription facilities, as
well as MTSOs in India. Other East Coast site visits planned.
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2007 Survey of Medical Transcriptionists ResultsApplying the Balanced Scorecard to Medical Transcription
• Work Practices of MTs• Verbatim and Medical Transcription• Impact of Quality Technologies on Production• Approaches to Performance and Accuracy
Metrics
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Products in ProcessProducts in ProcessProducts in ProcessProducts in Process
MT Survey Preliminary Results MT Survey Preliminary Results DemographicsDemographics
MT Survey Preliminary Results MT Survey Preliminary Results DemographicsDemographics
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MT Survey Preliminary Results MT Survey Preliminary Results Training and EducationTraining and Education
MT Survey Preliminary Results MT Survey Preliminary Results Training and EducationTraining and Education
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MT Survey Preliminary ResultMT Survey Preliminary ResultCompensationCompensation
MT Survey Preliminary ResultMT Survey Preliminary ResultCompensationCompensation
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MT Survey Preliminary ResultsMT Survey Preliminary ResultsAccuracy ManagementAccuracy Management
MT Survey Preliminary ResultsMT Survey Preliminary ResultsAccuracy ManagementAccuracy Management
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MT Survey Preliminary ResultsMT Survey Preliminary ResultsProduction TechnologyProduction Technology
MT Survey Preliminary ResultsMT Survey Preliminary ResultsProduction TechnologyProduction Technology
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Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard
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BSCs are intended to provide management a set of indicators to– Measure organization performance – Achieve its strategic goals– Benchmark its performance against its competition– Fill the gap between firm’s mission/vision/values and
objectives/measures/targets
Mission
Vision
Values
Mission
Vision
Values
Objectives
Measures
Targets
Objectives
Measures
Targets
Gap
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Draft Model of WorkflowDraft Model of WorkflowDraft Model of WorkflowDraft Model of Workflow
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Product Quality
Faster
Slower
HigherLower
Customer Satisfaction
Higher
Lower
Value MatrixValue MatrixValue MatrixValue Matrix
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In the BSC, you measure performance from four perspectives
FINANCIALHow we look to stakeholders
CUSTOMERHow we look to customers
INTERNAL BUSINESSWhat must we excel at
LEARNING & INNOVATIONHow do we continue to improve
Four Perspectives of the Four Perspectives of the Balanced Scorecard Balanced Scorecard
Four Perspectives of the Four Perspectives of the Balanced Scorecard Balanced Scorecard
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FINANCIAL PERSPECTIVE•What are the financial targets?•What drives these targets?•What kind of profit and revenue to achieve?
CUSTOMER PERSPECTIVE•Who are our customers?•What segments do you wish to serve/address?•What goals do you wish to achieve with partners?
INTERNAL PERSPECTIVE•In which process(es) must we be the best to win customers?•What internal activities are needed to sustain competencies?
LEARNING PERSPECTIVE•What should be our performance level?•How do we achieve that level?•What climate and culture nurtures growth?
Four Perspectives of theFour Perspectives of theBalanced Scorecard Balanced Scorecard
Four Perspectives of theFour Perspectives of theBalanced Scorecard Balanced Scorecard
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FINANCIALHow we look to stakeholders
CUSTOMERHow we look to customers
INTERNAL BUSINESSWhat must we excel at
LEARNING & INNOVATIONHow do we continue to improve
STRATEGYStart with strategy & build cascading BSCs from firm-level to department-level.
FINANCIALHow we look to stakeholders
CUSTOMERHow we look to customers
INTERNAL BUSINESSWhat must we excel at
LEARNING & INNOVATIONHow do we continue to improve
FINANCIALHow we look to stakeholders
CUSTOMERHow we look to customers
INTERNAL BUSINESSWhat must we excel at
LEARNING & INNOVATIONHow do we continue to improve
FINANCIALHow we look to stakeholders
CUSTOMERHow we look to customers
INTERNAL BUSINESSWhat must we excel at
LEARNING & INNOVATIONHow do we continue to improve
Performance goals emerge from firm’s strategy. They must be stated in terms of specific outcomes that are measurable
Building Balanced ScorecardsBuilding Balanced ScorecardsBuilding Balanced ScorecardsBuilding Balanced Scorecards
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FINANICAL PERSPECTIVE
Theme Survive
Goal •Retain current customers
Measure •Cash Flow•Income by customer type
Target •10% growth in income/year
CUSTOMER PERSPECTIVE
Theme Customer satisfaction
Goal •Meet SLAs
Measure •On-time delivery
Target •Average on-time delivery 90%; 100% for key accounts
INTERNAL BUSIESS PERSPECTIVE
Theme Site is operational
Goal •Server is up•Trained workers don’t quit
Measure •Server up-time •Retention rate
Target •90% up-time for server•Retention rate 80%
LEARNING & INNOVATION PERSPECTIVE
Theme Improve worker productivity
Goal •Improve average productivity of the shop
Measure •# of lines transcribed/day
Target •Productivity of each worker is > or = last week
Potential BSC for Potential BSC for Small Offshore OperationSmall Offshore Operation
Potential BSC for Potential BSC for Small Offshore OperationSmall Offshore Operation
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Potential BSC for Potential BSC for Large Onshore OperationLarge Onshore Operation
Potential BSC for Potential BSC for Large Onshore OperationLarge Onshore Operation
FINANICAL PERSPECTIVE
Theme Achieve dominant position in MT business
Goal •Increase market share
Measure •Return on Investment•Revenue
Target •$2 billion
CUSTOMER PERSPECTIVE
Theme Deliver business value
Goal •Service that surpasses needs
Measure •Customer survey rating
Target •Among top 2% in work quality and turn-around time
INTERNAL BUSIESS PERSPECTIVE
Theme Well-managed site
Goal •Managed operations•Managed costs
Measure •Disaster Recovery; Systems Availability; Capacity Mgmt•Cost Management
Target •Plans (% Existence; % Exercised)•Mean time between failures
LEARNING & INNOVATION PERSPECTIVE
Theme Satisfied /Happy workers
Goal •Skills improvement•Worker financial goals
Measure •Skills, Turnover, Utilization and Offshore
Target •Training, Certification, Experience•% turnover; % utilization; % offshore
• Partnership between MT Study research team and AHDI/MTIA to help MTSOs develop customized balanced scorecards for MT industry.
• One-sized fits all versus tailor-madeWhile a one-sized fits all approach might provide the greatest convenience, it cannot match the fit of a tailor-made approach
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Building BSCs for MTSOsBuilding BSCs for MTSOsBuilding BSCs for MTSOsBuilding BSCs for MTSOs
Thank you for your time &
attentionwww.bentley.edu/mt-study
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