1. Implementation of Balanced Scorecard in a Health care Organization
Dr.C.Arumugasamy
2011HSMV027

2. About the Company
Multi-specialty hospital located in kolathur, chennai
Private limited company
35 beds, 50 visiting consultants, 10 resident medical officers
24 hour trauma care centre

3. Industry Profile – Porter’s Five Forces Model

4. SWOT Analysis Strengths Prime Location Insurance Network Trauma care
Early entrant
Weaknesses X-Ray Technology not up-to-date Laminor air flow not available in OT Poor documentation
Opportunities
Upcoming area
Consultants availability
Threats
Poor Marketing
Corporate entry
SWOT

5. Balanced Scorecard
Tool that translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic management system.
Results in a carefully selected set of measures linked to an organization’s core strategies.
The measures selected for the scorecard represent a tool for leaders to use in communicating to employees and external stakeholders.

6. Literature Review
Kaplan R S and Norton D P (1992) “The balanced scorecard: measures that drive performance”, Harvard Business Review Jan/Feb 1992
Kaplan, Robert and David Norton (1997), “Why Does Business Need A Balanced Scorecard”, Journal of Cost Management, May/June 1997

7. Problem Definition
Absence of performance measurement scorecard in the organization
Absence of business intelligence structure that encompasses business goals and key performance indicators
Absence of a functional document

8. Data Collection Financial Perspective Customer Perspective
Monthly Revenue – Obtained from the chief accountant. Data was collected from Janaury 2013 till June Also, number of in-patient data was collected from Manager – Operations. It was studied that revenue was directly proportional to number of in-patients who underwent surgery in the respective period.
Customer Perspective
Data pertaining to number of patients were identified from the hospital medical records obtained from the Manager – Operations.
Innovation/ Learning
Interview conducted with the Director of the organization regarding training sessions held.
Internal Business Process
Interview conducted with the Director of the organization

9. Performance Measure Identification
SMART criteria.
Specific purpose for the business
Measurable to really get a value
Achievable
Relevant to the success of the organization
Time based

10. Financial Perspective
Performance Measure
Target
Actual
Initiatives
Cycle Time
40 minutes
52 minutes
Provide adequate training for the front-end staff
Response Time
2 minutes
5 minutes

11. Customer Perspective Performance Measure Target Actual Initiatives
Market Share
25%
15%
Infrastructure Development
Customer Retention
70%
50%

12. Process Perspective Performance Measure Target Actual Initiatives
Cycle Time
40 minutes
52 minutes
Provide adequate training for the front-end staff
Response Time
2 minutes
5 minutes

13. Learning and Growth Perspective
Performance Measure
Target
Actual
Initiatives
Innovation (number of initiative per half year) 1
Productization initiatives to be taken.
Information Availability
100%
50%
Documentation
Conduct regular induction and training programmes

14. Conclusion Conclusion Future Enhancements
The working environment of the hospital was studied and analyzed. Performance measurea were identified and the Balanced Scorecard was created.
 Future Enhancements
Balanced Scorecard can be created similarly for various sub-departments of the hospital.

15. References
Kaplan R S and Norton D P (1992) “The balanced scorecard: measures that drive performance”, Harvard Business Review January/February 1992
Kaplan, Robert and David Norton (1997), “Why Does Business Need A Balanced Scorecard”, Journal of Cost Management, May/June 1997

16. Thank You

17. Questions