Using an integrated measurement system as a common language: lessons from the U.S. Army medical department.
The Process of developing an integrated measurement system for the U.S. Army Medical Department (AMEDD) is examined in this study. A fundamental issue is whether the measures of performance accumulated by any information system are the correct ones and whether these measures appropriately reflect managers' decision making. Measurement is proposed as a solution to performance barriers. The four steps involved in building the AMEDD integrated measurement system (IMS) model are set out. Strategy is explored as the key input to the IMS model. An activity-based management (ABM) model that can support the required IMS cost-based measures is also described and the interrelationship between the two models is illustrated. The key test for application of the IMS model will be whether linking strategy and measurement results in information that improves decision making.
West
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John M. Olin School of Business, Washington University, St. Louis, Missouri, USA.
Holt
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Marrin
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CA
Baker
J J
JJ
D019985:Benchmarking; D003660:Decision Support Systems, Management; D017598:Efficiency, Organizational; D006772:Hospitals, Military / Q000458:organization & administration* / Q000592:standards; D008887:Military Medicine / Q000458:organization & administration* / Q000592:standards; D017146:Models, Organizational; D009937:Organizational Objectives; D011785:Quality Assurance, Health Care / Q000379:methods*; D018511:Systems Integration; D014481:United States