應用平衡計分卡提升績效之研究－以某公立醫院總務室爲例

A Study on Performance Improvement by Application of Balanced Scorecard-Take General Affairs Office of a Government Regional Teaching Hospital as an Example

洪秀芬(Hsiu-Fan Hung) ； 楊銘欽(Ming-Chin Yang) ； 黃焜璋(Kun-Chang Huang)

《醫務管理期刊》 8卷4期 (2007/12) Pp. 348-360

https://doi.org/10.6174/JHM2007.8(4).348

摘要

目的：本案的研究目的在評估個案醫院的總務室實施平衡計分卡前後，是否達到醫院提升營運績效的目標。
方法：本研究採個案研究法，分析個案醫院總務室實施平衡計分卡的過程，及實施前後各策略績效之差異比較。資料收集期間由2003年6月至2004年12月。
結果：研究結果有策略主題（一）：提昇顧客滿意度，在顧客市場構面：1.健康環境與空間營造的使用人次由每月1000人次提升至每月4500人次；2.電子領標每月件數由0%提升至100%；在內部流程構面：1.病房整修後顧客不滿意度由24%降至17%；2.整修外牆、空調後顧客不滿意度由21%降爲7.5%；3.降低停車場委外管理案後每年淨利由-84萬提升至360萬；4.醫療合作案每年淨利由100萬提升至400萬。在組織學習構面：1.專業採購合格人員人數由3人提升至7人；2.提昇人員素質之教育訓練時數由12/人／年提升至28/人／年。策略主題（二）：降低營運成本，在內部流程構面：空調電費由574萬／年降低至505萬／年。
結論：實施平衡計分卡有助於個案醫院的總務室達到醫院提升營運績效的目標。

關鍵字

平衡計分卡 ； 總務室醫院管理 ； 營運績效

並列摘要

Objectives: This study demonstrated to improve operational performance of the general affairs office of the study hospital by implementing the BSC. Methods: This study used the case study approach to analyze the process of implementing BSC and to compare the performance before and after implementing BSC. Data were collected from June 2003 until Dec. 2004. Results: Important results are as follow: strategic topic Ⅰ, to improve customer satisfaction, regarding marketing on customer: 1. The number of people using healthy environment and space structure increased from 1000 to 4500 per month; 2. The number of bids received via Internet each month rose from 0% to 100%. Regarding internal procedure: 1. dissatisfaction of customers dropped from 24% to 17% after renovation of wards; 2. dissatisfaction of customers dropped from 21% to 7.5% after renovation of wall and air conditioners; 3. profit of the parking lot also increased from-840 thousands dollars to 3600 thousands dollars after it was outsourced; 4. net annual profit of medical cooperation increased from 1 million dollars to 4 million dollars. Regarding organization learning: 1. the number of certified professional purchase staff increased from 3 persons to 7 persons; 2. training hours for every staff each year increased from 12 hours to 28 hours. Strategic topic Ⅱ: to reduce operational cost, regarding internal procedure, the electricity cost for air conditioners dropped from 5.74 million dollars to 5.05 million dollars per year.
Conclusions: Implementing the BSC help to improve operational performance of the general affairs office of the study hospital.

並列關鍵字

balanced scorecard ； hospital management ； operational performance

參考文獻

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