Balanced Score Cards

Steering Committee
&
Departmental Heads
Orientation
Definition of BSC
 BSC is a Management System and
it should not be mixed with
Measurement System.
 BSC enables organizations to
clarify its Vision and Strategy and
translate them into action
 BSC provides feedback on Internal
Business Processes and External
outcomes.
Explanation of BSC
System
 The BSC retains traditional
Financial measures, but financial
measures reflects the story of past
events. BSC depicts the guidelines
and evaluations for information age
companies must make to create
future value through investment in
customers, suppliers, employees,
processes, technology &
innovation.
BSC in HealthCare
 The Healthcare market faced with a number
of critical issues – Patient Safety, Staffing,
Declining reimbursement, emergence of
new competitors, access to capital and an
aging population succeeding, or even
surviving in today’s environment requires a
new approach to hospital management
where the organization is aligned and
focused around the right actions.
BSC Organizational
Perspectives
 The Learning  The
& Growth Customer
Perspective Perspective
 The  The Financial
Business Perspective
Process
Perspective
The Learning & Growth
Perspective
 To Achieve our
vision, how will
we sustain our
ability to change
and improve.
The Business Process
Perspective
 To Satisfy our
Shareholders and
Customers, What
Business process
must we excel at?
The Customer
Perspective
 To achieve our
vision,
How Should we
appear to our
Customers?
The Financial
Perspective
 To succeed
Financially,
How should we
appear to our
Shareholders?
Double – Loop Feedback
 The BSC incorporates feedback
around internal business process
OUTPUTS, as in TQM, but also
adds a feedback loop around the
OUTCOMES of business
strategies. This creates “Double-
loop Feedback”.
Metrics Outcomes & KPIs.
 We cannot improve what can’t
be measured. Therefore,
metrics must be developed
based on the strategic plan.
This provides KEY BUSINESS
Drivers & Criteria.
 This result into KPIs (Key
Performance Indicators).
Methodology of BSC.
Builds on some key concepts of
previous management techniques
as:
 TQM

 Customer-defined Quality

 Continuous improvement

 Employees Empowerment

 Measurement based Management

 Feedback
 Management by Fact
 A major consideration in performance
improvement involves the creation and use of
performance measures or indicators (KPIs).
Performance measures or indicators are
measurable characteristics of products,
services, processes, and operations the
company uses to track and improve
performance. The measures or indicators
should be selected to best represent the factors
that lead to improved customer, operational,
and financial performance.
 Executive Sponsor of BSC
The COO of each hospital will act as Executive
Sponsor of BSC with following responsibilities:
 Assumes ownership of BSC project.

 Provides background information to the team on

strategy & methodology.

 Maintain communication with senior management.

 Commits resources (both human & financial to the

team).
 Provides support & enthusiasm for the BSC team

throughout the organization.

 Functional Committee
 Chief Operating Officer (COO)
 Chief Medical Operations (CMO)
 Head of Finance Department
 Head of Marketing Department
 Head of MTM Department
 Head of HR Department
 Head of IT Department
 Implementation Coordinators

 System Administrator
M. Fayyaz A. Khan
Manager HRD
All together we can make it
possible

Thank You
From BSC Implementation Functional Team,
SGH Madinah