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

2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Ulf Teichgräber ◽  
Rainer Sibbel ◽  
Andreas Heinrich ◽  
Felix Güttler
Keyword(s):  
Balanced Scorecard ◽  
Swot Analysis ◽  
Clinical Teaching ◽  
Performance Indicator ◽  
Value Added ◽  
Core Values ◽  
Indicator System ◽  
Performance Measurement System ◽  
Radiology Department ◽  
Cost Center

Abstract Objectives To 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. Methods Development 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. Results A 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. Conclusions The 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.

scholarly journals Implementasi Balanced Scorecard pada Unit Usaha Kecil Menengah: Studi Kasus sebuah Restoran di Jakarta

2014 ◽  
Vol 5 (2) ◽  
pp. 1031 ◽  
Author(s):  
Dyah Lestari Widaningrum ◽  
Ivanaldy Kabul
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Rapid Development ◽  
Evaluation Process ◽  
Performance Measurement System ◽  
Strategic Objective ◽  
Continuous Improvement Process ◽  
Objective Performance ◽  
Effective Performance

Increasing competition requires companies both large and small, to be more productive and innovative, therefore, companies need to be supported by an effective performance measurement system. In this research, the implementation of a balanced scorecard in SMEs engaged in the management of a restaurant, for a chance to be more superior and to compete amid the rapid development of the restaurant sector. Strategic map based on four perspective of Balanced Scorecard was defined, completed with agreement of strategic objective and measurement. This implementation give evidence that even with many limitations on SMEs, they have developed balanced scorecard, with adjustment based on condition for strategic objective performance indicator, so this performance measurement evaluation process is applicable and able to achieve the main objective, to provide information for continuous improvement process.

Measuring sustainability of water supply: performance indicators and their application in a corporate responsibility report

2010 ◽  
Vol 10 (5) ◽  
pp. 824-830 ◽  
Author(s):  
N. Staben ◽  
A. Hein ◽  
T. Kluge
Keyword(s):  
Water Supply ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Corporate Responsibility ◽  
Performance Indicator ◽  
Indicator System ◽  
Communication Strategy ◽  
Resource Protection ◽  
Water And Wastewater ◽  
Comprehensive Framework

For many water supply companies, the sustainable exploitation of water resources has always been an integral part of their business, voluntarily accepting tasks and responsibility which benefit society and the environment in general, e.g. in resource protection, environmental monitoring, and encouragement of sustainable farming practices. However, these voluntary activities are often not sufficiently recognised internally and externally due to a missing sustainability framework and a less developed communication strategy. Therefore, a comprehensive framework for the measurement and reporting of corporate responsibility (CR) in water supply was developed, comprising the environmental and sustainability issues of resource protection and water supply, social responsibility and long-term economical development. This framework was successfully applied in a Balanced Scorecard (BSC) approach and served as basis for a CR report of a German regional water and wastewater company. The CR Performance Indicator system was imbedded in the IWA framework of Performance Indicators (PI), and as such is universally applicable in water and wastewater systems.

The Research on Commercial Modes of Smart Grid Value-Added Services Based on BSC Theory

2014 ◽  
Vol 1070-1072 ◽  
pp. 1371-1377
Author(s):  
Lin Liu ◽  
Bo Hu ◽  
Han Huang ◽  
Zhi Nan Kan
Keyword(s):  
Smart Grid ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Rapid Development ◽  
Value Added ◽  
Indicator System ◽  
Fiber To The Home ◽  
Value Added Service ◽  
Important Approach ◽  
Evaluation Indicator System

Smart Grid value-added service is an important approach to utilize the potential of smart grid infrastructure. The scientific and rational commercial mode of smart grid value-added service can promote smart grid integrated projects from the pilot to comprehensive application. In this paper, the definition and content of smart grid value-added services commercial mode were studied. According to commercial model theory and evaluation methods, based on balanced scorecard theory, evaluation indicator system was established, evaluation model was proposed based on TOPSIS combined with Delphi and AHP (DAHP-TOPSIS). Through the example of PFTTH (Power fiber to the home) project, the analysis results show that the indicator system and the evaluation model proposed in this paper is useful for the selection of appropriate commercial mode and promote the rapid development of smart grid new services.

scholarly journals PENERAPAN BALANCED SCORE CARD PADA INDUSTRI MANUFAKTUR DI INDONESIA

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Toto Kurniawan ◽  
Ririn Breliastiti
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Manufacturing Industry ◽  
Performance Indicator ◽  
Business Environment ◽  
Performance Measurement System ◽  
Manufacturing Companies ◽  
New Paradigm ◽  
Manufacturing Company ◽  
A Performance

In order to face a competitive business environment, companies need to implement new strategies. Each flow measurement strategies need to be determined their level of success. So that a company needs to do a performance measurement in order to measure the level of success of the company. At this time, the financial performance indicators are considered no longer sufficient as a performance measurement system of the company, because it is not considered accurate in giving an assessment of the development of the company. In addition, it is not giving a clear picture about the focus and objectives of the company in the future. So we need a new paradigm in the measurement of the performance of companies in the information age today.<br />This study aims to provide a discussion of the application of the Balanced Scorecard in the manufacturing industry in Indonesia. Given this example is expected that many companies in Indonesia which eventually attracted and can also take benefit. Researchers establish a manufacturing company as a research subject with the consideration that the manufacturing company has the scope of the most complex operations when compared with service companies and trade. Research on the application of balanced scorecard will be conducted in three selected manufacturing companies, namely PT Cahaya Harapan Satya Printing, CV Global Mandiri and PT Tanindo Sukses Makmur.<br />The three companies have a Balanced Scorecard approach is a bit different, but still using the same four perspectives. Determination of the weight and the score is determined by the company taking into account the targets to be achieved for each perspective. The indicators used for each perspective also vary, depending on the target to be achieved, and the types of indicators can also vary. The three companies produce varying value Balanced Scorecard. For PT Cahaya Harapan Satya CV Printing and Global Mandiri has demonstrated good performance, but for PT Sukses Makmur Tanindo has not shown good performance. For PT Cahaya Harapan Satya CV Printing and Global Mandiri, this performance can be maintained. As for PT Sukses Makmur Tanindo performance should soon be upgraded to the condition with the category A, which is healthy.<br />Keywords: Balanced Scorecard, manufacture, key performance indicator

scholarly journals Reformulation of Business Strategy PT XYZ

2018 ◽  
Vol 6 (2) ◽  
pp. 118-126
Author(s):  
Saparuddin Mukhtar ◽  
Mohammad Rizan ◽  
Resti Annisa ◽  
Rifelly Dewi Astuti ◽  
Basri Bado
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Swot Analysis ◽  
Performance Indicator ◽  
Extreme Sports ◽  
Company Strategy ◽  
Cooperative Relationships ◽  
Suggested Strategy ◽  
Related Diversification

Currently, PT. XYZ  requires the restructuring of its business strategy to restore and restore PT XYZ 's finances as well as to build a viable and profitable housing. In the reformulation of the business strategy of PT XYZ, the researcher will use SWOT analysis as the basis of the analysis, and Grand Strategy matrix to analyze company position in the industry. The results indicate that the position of PT XYZ  is in the quadrant 1 is Strength—Opportunity which means the position of a perfect company strategy and competes vigorously. The alternative strategy formed refers to the related Diversification strategy and Horizontal Integration, the suggested strategy is (1) to build a Highland geopark tourism park; (2) redeveloping the extreme sports arena; (3) establish cooperative relationships with government or private companies concerned; (4) to provide land or field intended for residents of housing around PT XYZ area, also a form of CSR; (5) evaluate and improve HR performance by conducting performance appraisal through key performance indicator and balanced scorecard.  

scholarly journals Managing For Value: Developing A Performance Measurement System Integrating Economic Value Added and The Balanced Scorecard In Strategic Planning

1970 ◽  
Vol 21 (1) ◽  
pp. 1-18
Author(s):  
Harold Fletcher ◽  
Darlene Brannigan Smith
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Economic Value ◽  
Value Added ◽  
Performance Measurement System ◽  
Corporate America ◽  
Economic Value Added ◽  
The Balanced Scorecard ◽  
System A ◽  
Hierarchy Process

Economic value added (EVA) systems and the balanced scorecard (BSC) havegenerated a tremendous interest in corporate America recently as approachesto performance management. Implementation of these methodologies has notproven to be easy. This paper introduces the analytical hierarchy process andshows how this methodology addresses the limitations of EVA and BSC by integratingthem into one comprehensive system. A case study is used to illustratethis methodology.

Using the Balanced Scorecard to Measure the Performance of Your HR Information System

2002 ◽  
Vol 31 (4) ◽  
pp. 543-557 ◽  
Author(s):  
Wesley O. Hagood ◽  
Lee Friedman
Keyword(s):  
Information System ◽  
Human Resources ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Value Added ◽  
Program Director ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Human Resources Information System

One of the most significant challenges faced by public personnel executives today is measuring the performance of their human resources information system (HRIS) in order to justify the value-added contribution of the HRIS to accomplishing the organization's mission. Over the last year, the CIA developed and implemented a balanced scorecard-based performance measurement system for its HRIS to justify cost and highlight the effectiveness of the system. The HRIS Program Director, Patricia Minard, used the Kaplan-Norton balanced scorecard framework to identify and align the organization's goals, objectives, and measures; to gather baseline data to measure against established measurement targets; and to measure and demonstrate the value-added contribution of the HRIS.

scholarly journals Maturity Assessment of Maintenance Processes at ATC-Service Providers

2012 ◽  
Vol 13 (1) ◽  
pp. 18-32
Author(s):  
Jörg Kundler
Keyword(s):  
Transport System ◽  
Traffic Control ◽  
Process Model ◽  
Swot Analysis ◽  
Service Providers ◽  
Performance Indicator ◽  
Indicator System ◽  
Air Transport ◽  
Maturity Assessment ◽  
Maintenance Process

Maturity Assessment of Maintenance Processes at ATC-Service Providers The focus of the research is the analysis and assessment of Air Traffic Control (ATC) maintenance and technical service processes. Deriving from the general ATC process model, which is the part of the Air Transport System, the related ATC Services including a Key Performance Indicator System were developed. A theoretical analysis was performed to develop a special correlation matrix between the Air Transport System to ATC service and ATC technical services, which reflect the top-down approach of process modelling proceeding. A particular research of different international ATC service organization, selected by defined parameter was performed for analysis. The analysis was implemented with different scientific research methods. Basing on this international research, a detailed SWOT analysis and conclusions of each ATC organization itself and additionally a parameter-oriented comparison between the different organizations and their specifics were performed. The results of this research were described in a SWOT analysis, rating assessment of utilization of the theoretical methods and qualified evaluation of implemented KPI System. For final maintenance process evaluation an ATC-Maintenance Process Maturity method based on ISO /IEC Standard 15504 was developed. The results and developments of the research will be the essential prerequisite for the further research of dissertation and development of a harmonized ATC Meta Frame Maintenance Process Model as a part of the Air Transport System on macro model level and deriving to the ATC specific Maintenance Service Model on micro level for the specific ATC organization basing on service and business modelling methods.

scholarly journals Balanced scorecard method as measurement of key performance indicators at PT PELNI (Persero)

2021 ◽  
Vol 13 (2) ◽  
pp. 232
Author(s):  
Masda Megawati ◽  
Nunung Setiyana ◽  
Mufti Imam Pekih ◽  
Sugeng Santoso
Keyword(s):  
Balanced Scorecard ◽  
Swot Analysis ◽  
Employee Performance ◽  
Performance Measurement System ◽  
Simulation Design ◽  
Application Development ◽  
Diversification Strategy ◽  
The Balanced Scorecard ◽  
Good Shape ◽  
And Control

PT PELNI (Persero) is engaged in sea transportation and strives to design a comprehensive performance measurement system. The purpose of the research was to identify the indicators used by PT PELNI (Persero) as a measurement of employee performance, draft the concept of a balanced scorecard system in accordance with the measurement of the company's performance, and develop a balanced scorecard simulation design in accordance with the vision, mission, and strategy of PT PELNI (Persero). Measuring the company's performance using the Balanced Scorecard (BSC) method begins with SWOT analysis. This analysis aims to determine internal factors and external factors of the company. From the results of this analysis will be known the current position of the company and what strategies should be applied. The results showed that the company is in good shape, but facing challenges, so the strategy to choose is a diversification strategy. The final result of this study is the selection of several KPIs and 7 (seven) work programs that must be done, including improved efficiency of asset use, promoting cheap tickets during the covid-19 pandemic, efficiency and control utilization during the covid-19 pandemic, developing agency applications and automation of travel service systems, to ensure and monitor On-Time Performance (OTP) per ship, voyage account application development, improving education and training programs for employee self-development. 

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