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Applying Balanced score card

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Presented at 2006 Healthcare Conference at Thailand

Published in: Health & Medicine

Applying Balanced score card

  1. 1. Applying Balanced Scorecard<br />A Zulekha Hospital Case study<br />Dr Kishan Pakkal<br />Director -Operations<br />&<br />Gururaj Rai ,MHA<br />Business Development Manager<br />Presented in Thailand 2006 –Healthcare Conference<br />
  2. 2. Today’s Presentation<br />Zulekha Healthcare Group Overview<br />Beginnings, evolution of BSC process <br />A new era of accountability<br />To Judge the results<br />
  3. 3. Dubai<br />
  4. 4. UAE<br />
  5. 5. Zulekha Healthcare Group Overview<br /> Hospitals<br /> • Zulekha Hospital – Sharjah – 60 beds<br /> • Zulekha Hospital – Dubai - 75 beds<br /> Medical Centres• Zulekha Medical Centre - Qusais, Dubai• Zulekha Medical Centre - Al Wahda, Sharjah• Zulekha Medical Centre - Dhaid, SharjahPharmacies• Pharmacy - Al Rafea, Qusais, Dubai• Pharmacy - Zulekha Hospital, Sharjah• Pharmacy - Zulekha Hospital, Dubai<br />
  6. 6. Overview of Zulekha Hospital’s care program<br />Popular Healthcare units at Dubai and Sharjah<br />Notable specialty departments – Gynaec and Laparoscopy, Invasive Cardiology, Orthopedics and Knee replacement<br />ISO Certification and currently in line with JCI accreditation.<br />
  7. 7. Strategic Planning so far<br />As an healthcare provider we are striving for Quality Care through International accreditations<br />
  8. 8. Resulted In….<br />A very comprehensive plan being developed<br />Too many Indicators, Contained no real accountability<br />Anyone who had an idea got their item in the plan<br />Indicators linked to performance and not to strategy<br />
  9. 9. Other factors<br />Changes in the external Healthcare environment, such as the Healthcare Quality drive by Health Authority<br />
  10. 10. Initial Progress<br />Progress<br /> Began tracking Hospital performance on various deployed quality indicators.<br />Pitfalls<br /> Functioned primarily as a kind of isolated meter, with no connectivity of the measures.<br /> Rather than a new way of running the Hospital, It was one more thing to do every month<br />
  11. 11. The Problem..<br />We were trying to work with a performance measurement tool in advance of crafting a focused business strategy.<br />
  12. 12. A New Approach Taken<br />Decision was made to take a different approach to strategy development.<br />We viewed ourselves as a business and identified our margin, market opportunities, which shaped the financial dimension of our strategy map.<br />This increased margin opportunity would then allow us to reinvest in the non-growth areas of the organisation<br />
  13. 13. Pilot study has been deployed by implementing Balanced Score Card on Radiology Department to study its efficacy<br />
  14. 14. Balanced Score Card<br />
  15. 15. Balanced score card<br />Balanced Scorecard is simply a concise report featuring a set of measures that relate to the performance of an organization. <br />BSC gives management a framework or language which would communicate the organisation&apos;s mission and strategy, while using measurement to inspire employees to achieve specified outcomes. <br />
  16. 16. Imagine flying a Boeing just with one meter – it would be disastrous.<br />BSC advocates the same philosophy, that Organization should be looked beyond Financial meter.<br />
  17. 17. It focuses not only on financial areas that were of significant importance traditionally but also on Internal process, customer and learning and growth<br />
  18. 18.
  19. 19. The Balanced Score Card Mantra<br />Organizatons should clearly communicate their vision and strategy to all levels of the management and look at critical success measures to achieve the goal.<br />Real success just not depends on achieving financial goals. <br />
  20. 20. How did we apply Balanced score Card ??<br />
  21. 21. First, understanding our Customers<br />Value propositions to provide clarity in strategy<br />BASIC CARE PATIENTS<br />SPECIALITY CARE PATIENTS<br />INSURANCE CO.<br />CORPORATES<br />CUSTOMER INTIMACY<br />BRAND & TECHNOLOGY<br />LEADERSHIP<br />OPERATIONAL<br />EXCELLENCE<br />
  22. 22. Hospital viewed as a business unitBalanced Score Card Approach<br />Vision: To be the most efficient, competent and courteous providers of comprehensive healthcare in the world.” <br /> Mission : “To provide easy accessibility to high quality healthcare”<br />FINANCIAL<br />To financially sustain our Mission, on what must we focus ?<br />CUSTOMER<br />To achieve our Vision, how should we appear to our customers?<br />INTERNAL<br />To satisfy our customers at which operational processes must we excel ?<br />LEARNING & GROWTH<br />How will we sustain our ability to change and improve ?<br />
  23. 23. Strategy Map - Objectives<br />Build a strong Financial Base to implement the GROWTH strategy of the Hospital<br />Market opportunities<br />Deliver Cost Efficient Care<br />FINANCIAL<br />To financially sustain our Mission, on what must we focus ?<br />Basic Care Patients<br />Specialty Care Patients<br />Referring Physicians<br />Insurance Co.<br />CUSTOMER<br />To achieve our Vision, how should we appear to our customers?<br />Provide Outstanding Customer Service<br />Clinical Excellence<br />Strive for Operational Excellence<br />INTERNAL<br />To satisfy our customers at which operational processes must we excel ?<br />Instill a climate for change<br />Implement Technology<br />Skill and Competency Development<br />LEARNING & GROWTH<br />How will we sustain our ability to change and improve ?<br />
  24. 24. Strategy Map - Measures<br />Build a strong Financial Base to implement the GROWTH strategy of the Hospital<br />MarketOpportunities<br />FINANCIAL<br />Excellent service and Personal relationships<br />Leading technology<br />Low cost service and Innovative Programs<br />Leading edge expertise<br />CUSTOMER<br />EasyAccess<br />On Time Service<br />Research & Clinical practice mgmt<br />Maximize Staff efficiency<br />INTERNAL<br />Involvement & commitment to the mission<br />Implement technology to support internal process<br />Develop critical staffing resource plans<br />Develop a Quality Mindset<br />LEARNING & GROWTH<br />
  25. 25. Corporate level Strategy Map<br />Vision: To be the most efficient, competent and courteous providers of comprehensive healthcare in the world.” <br />Build a strong Financial Base to implement the GROWTH strategy of the Hospital<br />Growth<br />Deliver Cost Efficient Care<br />Market Opportunities<br />FINANCIAL<br />Basic Care Patients<br />Specialty Care Patients<br />Referring Physicians<br />Insurance Co.<br />Excellent service and Personal relationships<br />Low cost service and Innovative Programs<br />Leading technology<br />Leading edge expertise<br />CUSTOMER<br />Provide Outstanding Customer Service<br />Strive for Operational Excellence<br />Develop Clinical Excellence<br />Easy Access<br />On Time Service<br />Research & Clinical practice mgmt<br />Maximize Staff efficiency<br />INTERNAL<br />Instill a climate for change<br />Implement Technology<br />Skill and Competency Development<br />Involvement & commitment to the mission<br />Implement technology to support internal process<br />Develop critical staffing resource plans<br />Develop a Quality Mindset<br />LEARNING & GROWTH<br />
  26. 26. Balanced Score Card Initiatives<br />Objectives<br />Measures<br />Initiatives<br />Targets<br />Financial<br />Deliver Cost Efficient Care<br />Excellent service and Personal relationships<br />Customer<br />Leadingtechnology<br />Leadingedgeexpertise<br />Low cost service and Innovative Programs<br />
  27. 27. Balanced Score Card Initiatives<br />Objectives<br />Measures<br />Initiatives<br />Targets<br />Develop Clinical Excellence<br />Internal<br />Strive for Operational Excellence<br />
  28. 28. Balanced Score Card Initiatives<br />Objectives<br />Measures<br />Initiatives<br />Targets<br />Learning & Growth<br />
  29. 29. Cascading the score card methodology to Radiology Department<br />
  30. 30. Radiology - Strategy Map<br />Vision: To be the most efficient, competent and courteous providers of comprehensive healthcare in the world.” <br />Maximise Revenue<br />FINANCIAL PERSPECTIVE<br />Growth Opportunities<br />Increased sales<br />Technology Leadership & Operational Excellence<br />CUSTOMER PERSPECTIVE<br />Customer satisfaction and enhancement<br />Offer full range of imaging services<br />Provide on time service<br />Operational Processes<br />Create state of the art Information system -PACS<br />Quality Reporting<br />Patient Education<br />On time Reporting<br />Reducing Equipment Break down<br />Reducing Film Wastage<br />INTERNAL PERSPECTIVE<br />A Motivated and Prepared Workforce<br />Staff satisfaction and feedback<br />Invest in Continuous Education<br />LEARNING & GROWTH PERSPECTIVE<br />Develop Communication Plan<br />Recruit & Retain Professional & Technical Staff<br />
  31. 31. A New Era of Accountability<br />
  32. 32. Departmental meetings<br /> - Performance, Strategic directions<br />All Meetings use the framework of the strategy map and score card to communicate priorities and report on performance<br />Monthly results reported to the whole organization via the intranet<br />A New Era of Accountability<br />
  33. 33. A New Era of Accountability<br />Monthly Executive Leadership Strategic Operating Review Meetings :<br />- Review monthly performance indicators<br />- Majority of the meeting spent discussing strategic issues within the context of the strategy Map<br />Director Level bi-weekly initiative progress meetings<br />
  34. 34. How is Balanced Score Card Helping us ?<br />A complete paradigm shift for developing & implementing strategy<br />Increased executive, management and physician/staff accountability, but now with clearly defined targets.<br />Aligning the entire organisation through a common set of well understood objectives.<br />
  35. 35. Consistency of message<br />Improve patient satisfaction<br />Effective communication tool for governance, administration, management and employees.<br />
  36. 36. Finally…<br />Quality is everyone’s job,<br /> and we need to do it right .<br />

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