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Development of a balanced scorecard as a strategic performance measurement system for clinical radiology as a cost center

Authors
  • Teichgräber, Ulf1
  • Sibbel, Rainer2
  • Heinrich, Andreas1
  • Güttler, Felix1
  • 1 University Hospital Jena, Friedrich-Schiller-University, Am Klinikum 1, Jena, 07747, Germany , Jena (Germany)
  • 2 Institute for International Health Management, Sonnemannstrasse 9-11, Frankfurt am Main, 60314, Germany , Frankfurt am Main (Germany)
Type
Published Article
Journal
Insights into Imaging
Publisher
Springer-Verlag
Publication Date
Jun 02, 2021
Volume
12
Issue
1
Identifiers
DOI: 10.1186/s13244-021-01009-2
Source
Springer Nature
Keywords
License
Green

Abstract

ObjectivesTo develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department.MethodsDevelopment of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a “Strategy Map” with regard to the perspective and their cause–effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard.ResultsA total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs.ConclusionsThe BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.

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