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Todays Agenda
Introduction to Balanced Scorecard Collaborative Overview of the Balanced Scorecard Background and Concepts Case Example Saint Marys/Duluth Clinic Health System Implementing the Balanced Scorecard At Your Hospital Questions and Answers
Conflicting needs from clinicians, administrators, government and regulatory agencies, insurance providers, and boards
Changing expectations of multiple customer groups (e.g., patients, referring physicians, payers)
2002 Balanced Scorecard Collaborative, Inc.
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Publications
Management Consulting
Design Communities
The Balanced Scorecard Measures that Drive Performance January - February 1992 Putting the Balanced Scorecard to Work September - October 1993 Using the Balanced Scorecard as a Strategic Management System January - February 1996 1996
The Balanced
Scorecard is translated into 18 languages
Selected by Harvard
Business Review as one of the most important management practices of the past 75 years.
2000
Chemical Bank
Profits
1993 1998
X 20X
ATT Canada
1995 1998 1999 $300M loss Customer base doubles $7b spin-off
Southern Citrus
1995 1998
Shipments on Spec On Time Delivery Rework Absenteeism Employee Turnover Cost per Pound ()
#6 #1 #1 #1 #1
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STRATEGIC OUTCOMES
Satisfied SHAREHOLDERS Delighted CUSTOMERS Efficient and Effective PROCESSES Motivated & Prepared WORKFORCE
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STRATEGIC OUTCOMES
Satisfied SHAREHOLDERS Delighted CUSTOMERS Efficient and Effective PROCESSES Motivated & Prepared WORKFORCE
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At the highest level, the Balanced Scorecard is a framework that helps organizations put strategy at the center of the organization by translating strategy into operational objectives that drive both behavior and performance.
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The Balanced Scorecard Provides a Four Perspective Framework to Translate Strategy Into Operational Terms
The Vision
u Measurement is the language that gives clarity to vague concepts u Measurement is used to communicate, not simply to control
Customer Perspective To achieve our vision, what customer needs must we serve?
Price Service Quality
Internal Perspective
To satisfy our Cycle Time customers and shareholders, at which Productivity Cost business processes must we excel?
Learning and Growth To excel in our processes, what must our organization learn?
New Skills Continuous Improvement Intellectual Assets
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A Good Balanced Scorecard Strategy Map Tells the Story of Your Strategy
The Revenue Growth Strategy Improve stability by broadening the sources of revenue from current customers The Productivity Strategy Improve operating efficiency by shifting customers to more cost-effective channels of distribution
Improve Returns Broaden Revenue Mix Improve Operating Efficiency
Financial Perspective
Customer Perspective
Internal Perspective
Understand Customer Segments Develop New Products Cross-Sell the Product Line Shift to Appropriate Channel Provide Rapid Response
Minimize Problems
Learning Perspective
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A Good Balanced Scorecard Tells the Story of Your Strategy Through A Set of Linked Cause and Effect Hypotheses
Strategic Objectives
Financial
F1 - Improve Returns F2 - Broaden Revenue Mix F3 - Reduce Cost Structure
Strategic Measurements
(Lag Indicators) u Return on Investment u Revenue Growth u Deposit Service Cost Change (Lead Indicators) u Revenue Mix
Customer
C1 - Increase Customer Satisfaction With Our Products & People C2 - Increase Satisfaction After the Sale
u Share of Segment
u Depth of Relation
u Customer Retention
u Satisfaction Survey
u New Product Revenue u Cross-Sell Ratio u Channel Mix Change u Service Error Rate u Request Fulfillment Time
Internal
I3 - Cross-Sell Products I4 - Shift Customers to CostEffective Channels I5 - Minimize Operational Problems I6 - Responsive Service
Learning
u Strategic Job Coverage Ratio u Strategic Info Availability Ratio u Personal Goals Alignment (%)
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Statement of what strategy must achieve and whats critical to its success
Objectives
Internal Fast ground turnaround
Measurement
Target
Initiative
Fast ground
turnaround
30 Minutes 90%
Cycle time
optimization
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The Balanced Scorecard Supports a Complete Strategic Management System by Linking Long Term Strategy and Measures to More Tactical Planning & Budgeting
Longer Term (3-5 year) View
Mission Vision Themes/ Goals Objectives Measures % patient care revenue growth Targets 02 xx% 03 xx% 04 xx%
ABC Hospital System will provide excellent care in our selected specialty areas while maintaining margin and growing share
Customer Financial
1. Strengthen innovation 2. Improve customer satisfaction 3. Assure consistent high quality 4. Provide operational excellence
Access project
Mkg. Team
$ xxxx
Internal
% patient mix
Complete by 2003
Dept. Chairs
$ xxxx
Learning
Deadline met
HR Committee
$ xxxx
Strategic
Tactical
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Productivity Strategy Maximize utilization of existing assets and integrate the business to reduce total delivered cost.
Return on Capital
Increased from 6% to 16%
Competitive Position
(profitability) From last (1993) to first (95, 96, 97, 98)
Volume Growth
Exceeds industry by 2-2.5% annually Customer Perspective
Customer Satisfaction
Continuous improvement for 3 consecutive years Product Innovation Customer Management
Internal Perspective
Speedpass Active
Increasing at rate of 1M per year
Dealer Quality
Continuous improvement for 4 consecutive years
Perfect Orders
Continuous improvement for 4 consecutive years Good Neighbor
Operational Excellence
Quality
Continuous improvement for 4 consecutive years Learning & Growth Perspective
2002 Arizona Rural Hospital Flexibility Program Conference
Capacity Utilization
Annual value of lost yield reduced from $175m to $50m
Safety
Lost work incidents down from 150 to 30 per year
Environmental
Number of incidents reduced by 63%
Strategic Awareness
Annual employee survey shows awareness of strategy increased from 20% to 80%
2002 Balanced Scorecard Collaborative, Inc.
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St. Marys Medical Center- 380 beds Miller Dwan Medical Center 166 beds St. Marys Hospital of Superior 55 beds Pine Medical Center- 30 acute beds, 86 skilled nursing beds 25 community clinics throughout northern Minnesota, Wisconsin, and Upper Michigan
More than 4,000 employees 352 employed physicians representing 40 medical specialties Catholic and non-Catholic hospitals
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A very comprehensive plan 350+ initiatives! People not clear on their roles to execute the strategy:
Executive Leadership Team mired in operational fire-fighting and day-to-day details Board of Directors unfocused and confused about their role Management and employees did not understand the strategic direction of the organization
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The CEO Read The BSC Book And Decided To Implement SMDCs BSC By Themselves
Progress
Began tracking organizational performance on more than a financial basis
Pitfalls
Functioned primarily as a new kind of dashboard report Rather than a new way of running the organization, BSC became one more thing to do
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Customer
Indicator
Patient Satisfaction Employer Satisfaction HEDIS Indicators
Operational
Stat -us C Indicator Target Stat -us C
Arranging Determine outpatient phone model, Care
conduct pilots
People
Indicator
Cultural Development
Technical
Stat -us C Indicator
Quality Improvement
Target
23,890
FY99 Final
23,592
Target
Choose key focus areas for improvement Complete survey development in CY 1999 Select indicators for development plan Complete reporting process and inventory Complete survey in CY 1999
Target
Complete communications strategy Complete physician survey Complete employee survey Complete plan to maintain Catholicity Accomplish pay equity
Target
Implement system-wide governance structure Complete external quality report in CY 1999 Meet or exceed standards for SMDC accreditation
Status C
CY
CY
6,964
7,535
215
252
Information Technology
CY
Operating Margin
2.0
1.3
CY
Excess Margin
3.8
3.3
Complete baseline
103.6 77.7
108.6 82.8
CY
Complete report of funded grants and publications Complete Perkins & Will plan
3.4
2.9
C = task completed; CY = Calendar Year 1999 task; M = task modified Finance section: Target met; Target not met
The Strategy Map Evolved The BSC Process...and Drove SMDC Results
Payers
Customer Intimacy
Product Leadership
Operational Excellence
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Financial
Maximize High Margin Opportunities Implement Managed Growth
How?
Customer
Leading Edge Technology
Specialty Care Patients Referring Providers Leading Edge Expertise Continually Develop Clinical Excellence
Internal
Develop Leading Edge Programs/ Techniques
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Build a Strong Financial Base to Sustain our Mission and Achieve our Vision Implement Managed Deliver Cost Efficient Care Growth
CUSTOMER
To achieve our Vision, how should we appear to our customers?
Payers
Low cost service
INTERNAL
To satisfy our customers, at which operational processes must we excel? Easy Access
On-Time Service Align research priorities with targeted growth areas
Redesign operations for efficiency and effectiveness Develop state of the art techniques and programs
Implement Technology
Implement technology to support internal processes
SMDC Ensured Alignment Between Their Planning Process and Balanced Scorecard Program At budget time, the Executive Team:
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The Balanced Scorecard Introduced A New Era Of Accountability and Strategic Direction at SMDC Monthly executive leadership Strategic Operating Review
meetings: review monthly performance indicators discuss progress against initiative completion majority of the meeting spent discussing strategic issues VP-level weekly initiative progress meetings Line management and employees attend weekly management briefing meetings
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Aligned the entire organization through a common set of well understood objectives Created a platform for developing a single organizational culture Increased executive, management, and physician/staff accountability with clearly defined targets Utilized as an effective communication tool for governance, administration, management, and employees $20 million dollar financial turnaround and return to profitability
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BSCol Offers The Brand, Know-How, and Proven Track Record To Help Organizations Achieve Results
Conferences Create Awareness Standards & Certification Management Consulting Publications
Design Communities
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To Learn More About The Balanced Scorecard, Join BSC Online at www.bscol.com
Benefits
Educate yourself on the Balanced Scorecard Learn from Best Practice Companies Keep informed of cutting edge thinking from the experts
Balanced Scorecard e-learning modules by Dave Norton Multi-media cases featuring our Hall of Fame success stories Free Monthly Netconferences addressing BSC issues Answers to Frequently Asked Questions A monthly e-mail briefing from Drs. Kaplan and Norton
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