Application of the balanced scorecard to an academic medical center in Taiwan: The effect of warning systems on improvement of hospital performance

Chen, Hsueh‐Fen; Hou, Ying-Hui; Chang, Ray-E

doi:10.1016/j.jcma.2012.07.007

Cited by 18 publications

(15 citation statements)

References 7 publications

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“…In fact, given the breadth of examples in the peer-reviewed literature, it is evident that Baldrige and BSC have become commonplace tools for improving performance within the health care industry in national and international settings. Specific organizational settings where these QI tools are being employed include hospitals (21,32,51), private dialysis centers (54), academic medical centers (15,57), and, most recently, national health systems (19,30,36,56).…”

Section: Translating Quality Improvement Into Performance Managementmentioning

confidence: 99%

“…First, there must be agreement among leadership regarding the strategic intent of the organization so that these goals can inform the domains examined and the performance indicators selected within each domain (19). Second, these processes cannot be successful without periodic performance review (progress reporting) and the appropriate allocation of resources and resolutions to areas in need of further improvement (quality improvement) (15). Although indicators themselves becoming the predominant focus is a risk, ensuring that a balanced set of indicators are used (and periodically reviewed for relevance) will reduce this concern (19,63).…”

Section: Translating Quality Improvement Into Performance Managementmentioning

confidence: 99%

“…When health department leadership scans across the organization, using data to make decisions about managing health department priorities, QI becomes PM. Many industries and organizations develop "dashboards" to facilitate rapid feedback to management about the performance of critical areas, guiding further data gathering and intervention (15). Much like the dashboard in a vehicle, these dashboards are typically composed of a small number of indicators that reflect whether key processes or outcomes are meeting expectations.…”

Section: Figurementioning

confidence: 99%

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Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

Beitsch

Yeager

Moran

2015

Annu. Rev. Public Health

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With the launching of the national public health accreditation program under the auspices of the Public Health Accreditation Board (PHAB), health department momentum around quality improvement adoption has accelerated. Domain 9 of the PHAB standards (one of 12 domains) focuses on evaluation and improvement of performance and is acting as a strong driver for quality improvement and performance management implementation within health departments. Widespread adoption of quality improvement activities in public health trails that in other US sectors. Several performance management models have received broad acceptance, including models among government and nonprofits. A model specifically for public health has been developed and is presented herein. All models in current use reinforce customer focus; streamlined, value-added processes; and strategic alignment. All are structured to steer quality improvement efforts toward organizational priorities, ensuring that quality improvement complements performance management. High-performing health departments harness the synergy of quality improvement and performance management, providing powerful tools to achieve public health strategic imperatives.

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Section: Translating Quality Improvement Into Performance Managementmentioning

confidence: 99%

Section: Translating Quality Improvement Into Performance Managementmentioning

confidence: 99%

Section: Figurementioning

confidence: 99%

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Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

Beitsch

Yeager

Moran

2015

Annu. Rev. Public Health

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“…From the literature review, the concepts, theories and relevant studies included applications of the balanced scorecard for strategic management and performance measurement in the health sector ( 6 ). Configuring the balanced scorecards was carried out for measuring health system performance: Hospital Management and the Balanced Scorecard for healthcare in China and Japan ( 7 ), Evidence from a 5-year evaluation in Afghanistan ( 8 ), Design of a balanced scorecard on non-profit organisations ( 9 – 11 ), Implementing a balanced scorecard in a not-for-profit organisation ( 5 , 11 ), Performance measurement in the hospitals by the balanced scorecard ( 5 , 13 ), Selecting hospital key performance indicators using the Analytic Hierarchy Process Technique ( 14 ), Identifying key performance indicators for holistic hospital management with a Modified DEMATEL Approach ( 15 ), Key performance indicators in hospital based on balanced scorecard model ( 16 , 17 ) and Application of the balanced scorecard for an academic medical centre in Taiwan: The effect of warning systems on improvement of hospital performance ( 18 ). The researcher could synthesise 16 key performance indicators (KPI) for hospitals covering the BSC in two dimensions, including financial and non-financial measurements, consisting of two perspectives: the financial perspective, customer perspective, internal process perspective and learning and growth perspective ( 19 ).…”

Section: Methodsmentioning

confidence: 99%

Performance Evaluation of Community Hospitals in Thailand: An Analysis Based on the Balanced Scorecard Concept

Aujirapongpan¹,

Meesook²,

Theinsathid³

et al. 2020

ijph

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Background: Although the concept of the Balanced Scorecard (BSC) was designed for profit-based organisations, the application of the BSC in public and nonprofit organisations (NPOs) could be performed within the NPOs and public health sector, as the conceptual foundation of this system was developed from community hospitals performance. Methods: This study used the BSC concept to analyse the 16 key performance indicators and trends of performance during the last five years of 52 community hospitals located in upper southern Thailand in 2017 and tendency of 2013-2017. The instruments included an annual report and a questionnaire. A statistical analysis to determine percentages, means and standard deviations was performed. Results: The major findings of the community hospitals performance were as follows: Customer perspective: 1. Patient complaint rate of 0.0097% and 2. Outpatient waiting time of 91.89 minutes, Financial perspective: 1. Ratio of total revenue to total expense at 0.9949 and 2. Cost of drugs and materials to total expense at 13.32%, Internal process perspective: 1. Bed turnover at 88.16 and 2. Hospital infection rate of 0.379 times:1,000 patient days, Learning and growth perspective: 1. Staff turnover rate of 4.69% and 2. Number of research studies at 3.77 articles. Trends and performance of hospitals in every perspective of the BSC in the last 5 years showed no differences. Conclusion: The community hospitals offer services such as treatment of common diseases. If the community hospitals could not assist, they will go to referral system by referring patients to secondary and tertiary care respectively.

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“…menentukan kebijakan, sumber daya, dan kegiatan rutin9 . Di Taiwan analisis kinerja di rumah sakit dengan BSC menjadi alat yang efektif dan efisien bila dijalankan dengan penuh perhatian dan berkelanjutan, serta konsisten dalam upaya untuk mengelola perawatan medis dan kontrol biaya yang lebih baik10 . Di Iran, BSC memfasilitasi penerapan akreditasi di rumah sakit14 .…”

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Kajian Pustaka: Penerapan Balanced Scorecard (BSC) dalam Analisis Kinerja Rumah Sakit di Berbagai Negara

Dhamayanti¹

2019

Preprint

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AbstrakLatar Belakang: Balance scorecard (BSC) digunakan sebagai alat pengambilan keputusan mengenai tindakan-tindakan yang harus dilakukan untuk memperbaiki kekurangan dan memajukan rumah sakit. Tujuan: Penelitian ini bertujuan untuk mengetahui penerapan balanced scorecard (BSC) dalam analisis kinerja rumah sakit di berbagai negara. Metode: Penelitian ini menggunakan metode kajian pustaka. Hasil: Hasil kajian pustaka pada tujuh jurnal menunjukkan bahwa semua menyimpulkan lokalisasi dan penggunaan konseptual BSC dapat sangat meningkatkan kinerja rumah sakit. Hasil analisis kinerja dengan BSC di rumah sakit juga dapat memberikan arahan yang jelas dalam menentukan kebijakan, sumber daya, dan kegiatan rutin, serta dalam membangun sistem di setiap unit yang ada di rumah sakit. Kesimpulan: BSC tidak hanya dapat diterapkan di rumah sakit swasta, namum rumah sakit pemerintah juga perlu menerapkan BSC untuk mengukur kinerjanya dan digunakan sebagai pedoman dalam membuat kebijakan dan desain atau rencana kerja. Temuan pada penelitianpenelitian yang sudah ada juga harus diperkaya dengan literatur dan dengan bukti empiris tentang manfaat aplikasi BSC di rumah sakit. Hal tersebut juga akan memberikan pengalaman bagi sejumlah negara di dunia yang dapat menjadi referensi untuk memperluas implementasi BSC dalam administrasi rumah sakit. Kata Kunci: analisis; kinerja; organisasi kesehatan; rumah sakit; balance score card. Abstract Background: Balance scorecard (BSC) is used as a decision-making tool regarding the actions that must be taken for improving limitation and advancing the health organization. Objective:This study aims to determine the application of the balanced scorecard (BSC) in hospital performance analysis in various countries. Method: This study uses the literature review method. Results: The results of the literature review in seven journals show that all concluding localization and conceptual use of BSC can greatly improve hospital performance. The results of the application of BSC in hospital performance analysis can also provide clear direction in determining policies, resources, and routine activities, as well as in building systems in every unit in the hospital. Conclusions: BSC can not only be applied in private hospitals, but public hospitals also need to apply BSC to measure its performance and be used as a guideline in making policies and designs. The findings in existing studies must also be enriched with literature and with empirical evidence of the benefits of BSC application in hospitals. It will also provide experience for a number of countries in the world that can be a reference for expanding the BSC implementation in hospital administration.

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Application of the balanced scorecard to an academic medical center in Taiwan: The effect of warning systems on improvement of hospital performance

Abstract: The red light follow-up management of BSC is an effective and efficient tool where improvement depends on ongoing and consistent attention in a continuing effort to better administer medical care and control costs.

Cited by 18 publications

References 7 publications

Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

Performance Evaluation of Community Hospitals in Thailand: An Analysis Based on the Balanced Scorecard Concept

Kajian Pustaka: Penerapan Balanced Scorecard (BSC) dalam Analisis Kinerja Rumah Sakit di Berbagai Negara

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