2016 Volume 17 Issue 2 Pages 88-92
The balanced scorecard (BSC) which was created by the executive meeting in our hospital was applied in fiscal 2013. Prior to this hospital BSC, we created BSC of the clinical trial management office in the following processes as a department BSC.
First, we created a technical skill evaluation sheet of a standard CRC business, and evaluated the technical skill of CRC. Then we carried out the SWOT analysis with the five-year action plan of clinical study and clinical trial of 2012 in mind, investigating the weak and strong points of our facility by KJ method. The BSC which defined the objective goal including an advanced quality of clinical trials and an increment of the numbers of clinical trials, an education of CRC, and a progress management of a trial was established, and was applied from fiscal 2012.
This BSC could not attain a target value in each perspective, namely the customer (patient satisfaction), the finance (newly accepted or incorporated cases, and implementation or completion rates of trials), the internal process (secretariat, CRC manual, reduction of overtime, shortening of consultation period, and holding a meeting) and the study and growth (lecture class) in fiscal 2012.
The mutual investigation of the results of CRC technical skill and the achievements of BSC clarified future objectives to be shared in the clinical trial management office.
