醫院型態健康管理中心導入平衡計分卡改善營運績效之個案研究

A Case Study of Managerial Performance Improvement by Introducing the Balanced Score Card in the Hospital-Based Health Management Center

本項實務性研究利用縱向的策略理論與背景探索，結合橫向的醫療產業 分析，希望能為透過個案醫院健康管理中心所整合出具體可行的策略地圖， 與已規劃出的整體策略方針、策略目標、關鍵成功因素以及定義明確的衡量 指標與具體改善行動方法，以供各醫院型態健康管理中心之參考。本研究以 某一區域教學醫院導入平衡計分卡（ Balan世d Score Card； BSC） 之實務運作為 案例，實施討論期間為94 年7 月起至94 年12 月止，執行過程除了對該中心所屬 職員進行教育訓練、建立共識之外，更分別針對財務、顧客、內部流程以及 學習成長等四個構面提出之策略目標與具體改善行動方案，並新增一個「醫 療品質構面」共同探討。經實施改善方案後「財務構面」得到較具體的改 善，而「內部流程構面」的改善相對比較不顯著。經由個案實施BSC 的經驗發 現，各項績效指標重要程度訂定不易，且衡量評核困難，因此獲得醫院支 持，全員參與並落實評核制度與持續執行改善方案才是落實平衡計分卡的成 功關主建。

The empirical research uses the longitudinal strategy theory and background examination in combining with the across medical industry analysis and hopes to integrate a concrete and applicable strategy map through the documented hospital health administrative center, the planned entire strategy direction, strategy objective and key success factors, and to define a specific measure indicator and concrete improvement plan to offer a reference to every hospital-like health administrative center. The research takes a practical operation of introducing Balanced Score Card (BSC) in a regional teaching hospital as a case study. The BSC administrated period was from July 2005 to December 2005 and the study also does the same period yearly result comparison on before and after BSC administrated. During the BSC implementation, besides conducted an educational training to the personnel of the center and built a mutual understanding, the research further provides the strategy objectives and concrete improvement plans separately in four dimensions, the finance, customers, internal flow and learning growth, and also adds in a medical quality dimension to be discussed. After the improvement plans implemented, the financial dimension obtains a more concrete improvement and the improvement in the internal flow dimension is comparatively insignificant. By the experience of the documented BSC implementation, the research discovers that it is not easy to design the importance degree of every performance indicator and the measure evaluation is also difficult. Therefore, the key success of fulfilling BSC is to get the support from the hospital and participations of the entire personnel, and to carry out the evaluation system as well as administrate the improvement plan continuously.