Operational Resources: Balanced Scorecard Presentation - Part IV

This presentation, developed for the OM005 Operational Resources and Productivity course, focuses on creating and analyzing a Balanced Scorecard (BSC) for the Emergency Department (ED) of United General Hospital. The presentation begins with an introduction to the BSC and its purpose, which is to identify inefficiencies and set Key Performance Indicators (KPIs) to improve service quality and patient satisfaction. It outlines the data collection strategies, including surveys, interviews, and healthcare record tracking, followed by data analysis processes using quantitative and qualitative methods. The current data collection and analysis processes are evaluated, highlighting limitations such as poor tool selection and a lack of quantitative measurement. Recommendations are provided to improve these processes, including enhanced sampling, reliable data analysis tools, effective communication, and integrated coordination. The presentation concludes with a set of references supporting the methodologies and findings presented.

Balanced Scorecard
Presentation
Part IV

Introduction
• Presenting Balance Scorecard
• Presenting data collection strategies
• Presenting data analysis strategies
• Analyzing current strategies
• Recommending

Mission and Visions
• United General’s emergency department
• Providing the best services to maximum
number of potential service consumers
• Increasing the service quality and patient
satisfaction

Purpose of BSC
• Finding inefficiencies in ED processes
• Exploring possible scopes
• Setting up Key Performance Indicators
• Developing measuring strategy

Created Balance Score Card
Perspective Objective Measures Targets Initiatives Strategies
1Q 2Q 3Q Final
Waiting time for
registration
Reduce wait time due to
queue
Average wait time in
queue
35min 30min 20min 15 min Implementing Multiple
parallel queuing system
Survey and
interview
Reduce wait time for
computerised registration
Average wait time
during registration
10min 8min 6min 5 min Increasing electronics
and communication
system
Survey and
interview
Reduce wait time for co-
payment
Average wait time for
payment operation
10min 8min 6min 5 min Providing training to
improve employee
performance
Survey and
interview

Balance Score Card Cont.
Perspective Objective Measures Targets Initiatives Strategies
1Q 2Q 3Q Final
Waiting time for
examination
Reduce wait time
for nurse
Average wait
time for nurse
check-up
40min 30min 20min 10 min Increasing
workforce
(trainee,
registered nurse)
Survey
and
interview
Reduce wait time
for physician
Average wait
time for
physician
check-up
35min 25min 15min 10 min Increasing
workforce
(junior, senior
physicians)
Survey
and
interview
Reduce wait time
for referral and
tests
Average wait
time for test
and referral
30min 25min 20min 15 min Increasing
workforce (lab
technicians)
Survey
and
interview

Balance Score Card Cont.
Perspective Objective Measures Targets Initiatives Strategies
1Q 2Q 3Q Final
Patient
Increase satisfaction
level of patient
Average overall
satisfaction
percentage of
patent
75% 85% 90% 95% Improve consumer
communication
Survey and
interview
Increase Patient
turnaround rate in ED
Average
number of
patient check-
up per day in
ED
80 95 115 120 Lowering the
patient turnover
time
Healthcare
record
tracking
Service Improve service
quality
Number of
mortality,
deterioration,
rehospitalisatio
n per month
50 35 25 20 Providing training
to increase
engagement and
values
Healthcare
record
tracking

BCS strategies for measures 1
Waiting time for
registration
Reduce wait time due to
queue
Average wait time in queue
Reduce wait time for
computerised registration
Average wait time during
registration
Reduce wait time for co-
payment
Average wait time for
payment operation

BCS strategies for measures 2
Waiting time for
examination
Reduce wait time for nurse Survey and
interview
Reduce wait time for
physician
Survey and
interview
Reduce wait time for referral
and tests
Survey and
interview

BCS strategies for measures 2
Patient
Increase satisfaction
level of patient
Average overall
satisfaction percentage
of patent
Survey and
interview
Increase Patient
turnaround rate in ED
Average number of
patient check-up per
day in ED
Healthcare
record
tracking
Service Improve service quality Number of mortality,
deterioration,
rehospitalisation per
month
Healthcare
record
tracking

Data collection process
• Survey of healthcare receivers
• Interview of healthcare receivers
• Healthcare record tracking

Data Analysis Process
• Quantitative data analysis
• One way ANOVA to track improvement
• Qualitative thematic coding

Current Data collection
process
• Checking healthcare record
• Interview of staffs
• Survey within Staffs

Current Data Analysis
process
• Qualitative analysis
• Contextual qualitative analysis
• Percentage distribution

Limitations in existing
system
• Poor tool selection caused selection bias
• Lack of quantitative measurement
• Lack of reliability

Recommendations
• Improving sampling for data collection
• Using authentic and reliable data
analysis tools

Recommendations cont.
• Effective communication
• Monitoring and control
• Integrated coordination approach
• Imposing strong and stable ED
procedures

References
Jain, S., Frank, G., McCormick, K., Wu, B., & Johnson, B. A. (2015). Impact of
physician scorecards on emergency department resource use, quality, and
efficiency. Pediatrics, 136(3), e670-e679.
Meena, K., & Thakkar, J. (2014). Development of balanced scorecard for
healthcare using interpretive structural modeling and analytic network
process. Journal of Advances in Management Research, 11(3), 232-256.
Safdari, R., Ghazisaeedi, M., Mirzaee, M., Farzi, J., & Goodini, A. (2014).
Development of balanced key performance indicators for emergency
departments strategic dashboards following analytic hierarchical process. The
health care manager, 33(4), 328-334.
Shukri, N. F. M., & Ramli, A. (2015). Organizational structure and performances of
responsible Malaysian healthcare providers: A balanced scorecard
perspective. Procedia Economics and Finance, 28, 202-212.