Abstract
We conducted SWOT analysis using the strengths and the weaknesses extracted with the KJ method, and elucidated the vision and strategic theme of the Mie-chuo Medical Center, National Hospital Organization based on these results. Then we applied the balanced score card (BSC) which was constituted of the strategic map and target and the outcome measure with its value from the four points of view of financial affairs, customer, internal process, and learning and growth. A part of the outcome measures and target values were referred from the result obtained from the statistical analysis of clinical and financial data.
Because BSC in 2013 was a short-term trial, several target values could not attain the expected value in financial affairs, customer, and internal process. It was also suggested that new benchmarks were needed to be established from the viewpoint of learning and growth. New outcome measures and target values in 2014 were set up considering these results.
As a result of applying BSC, the management goals were able to be shared among the medical staffs in our hospital. Furthermore, the evolution of the executive BSC to each department's BSC has taken on a new significance in the sense of reconfirmation of hospital management and strategic goal in each department.
