Academic Perspectives on Industry Practices: 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

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.

MTIA Conference - 4/24/08 2Preliminary Results from the MT Project

Research ProjectResearch ProjectResearch ProjectResearch Project


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.


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

MTIA Conference - 4/24/08 Preliminary Results from the MT Project 5

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


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


MT Survey Preliminary ResultMT Survey Preliminary ResultCompensationCompensation

MT Survey Preliminary ResultMT Survey Preliminary ResultCompensationCompensation


MT Survey Preliminary ResultsMT Survey Preliminary ResultsAccuracy ManagementAccuracy Management

MT Survey Preliminary ResultsMT Survey Preliminary ResultsAccuracy ManagementAccuracy Management


MT Survey Preliminary ResultsMT Survey Preliminary ResultsProduction TechnologyProduction Technology

MT Survey Preliminary ResultsMT Survey Preliminary ResultsProduction TechnologyProduction Technology


Balanced Scorecard Balanced Scorecard Balanced Scorecard Balanced Scorecard


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


Draft Model of WorkflowDraft Model of WorkflowDraft Model of WorkflowDraft Model of Workflow


Product Quality

Faster

Slower

HigherLower

Customer Satisfaction

Higher

Lower

Value MatrixValue MatrixValue MatrixValue Matrix


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


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






STRATEGYStart with strategy & build cascading BSCs from firm-level to department-level.













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


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


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


Building BSCs for MTSOsBuilding BSCs for MTSOsBuilding BSCs for MTSOsBuilding BSCs for MTSOs

Thank you for your time &

attentionwww.bentley.edu/mt-study


Documents

Academic Perspectives on Industry Practices: Preliminary Results from the MT Project