楊銘欽臺灣大學：醫療機構管理研究所洪秀芬Hung, Hsiu-FanHsiu-FanHung2007-11-282018-06-292007-11-282018-06-292006http://ntur.lib.ntu.edu.tw//handle/246246/60088平衡計分卡是一個策略性的管理制度，讓組織藉由策略與績效的結合，實現企業的願景與使命。本案的研究目的在了解個案醫院的總務室透過平衡計分卡的架構，如何達到醫院提升營運績效的目標，提供個案醫院建議也提供其他醫院參考。本研究採個案研究法，研究分析個案醫院總務室實施平衡計分卡的過程，及實施前後各策略績效之差異比較。資料收集期間由2003年6月至2004年12月。 研究結果如下：策略主題（一）：提昇顧客滿意度，在顧客市場構面：1.健康環 境與空間營造的使用人次由每月1000人次提升至每月4500人次。2.電子領標每月件數由0%提升至100%。在內部流程構面：1.病房整修後每月住院收入由3500萬提升至5187萬，不滿意度由24﹪降至17﹪；2.整修外牆、空調後顧客不滿意度由21﹪降為7.5﹪；3.停車場委外管理後每年淨利由-84萬提升至360萬；4. 醫療合作案每年淨利由100萬提升至400萬。在組織學習構面：1.專業採購合格人員人數由3人提升至7人；2.提昇人員素質之教育訓練時數由12/人/年提升28/人/年。策略主題（二）：降低營運成本，在內部流程構面：空調電費由574萬/年降低至505萬/年。Balanced scoreboard is a strategic management system. It enables an organization to combine strategy with performance, to further realize its vision and missions.The objective of this research is to find out how general affairs office of the study hospital can reach the target of improving operational performance through the establishment of balanced scorecard, and then makes suggestions to the study hospital and also as a reference for other hospitals. Case study is adopted in this research to study and analyze the procedure of the general affairs office of the study hospital while implementing balanced scorecard, and also comparison of performance before and after implementing the strategy is made. The data was collected from June 2003 until Dec. 2004. Research results are: strategic topic I, to improve customer satisfaction, about customer market aspect: 1.1 people who use healthy environment and space constitution have increased from 1000 to 4500 per month; 1.2 bids received via Internet each month has risen from 0% to 100%. About internal flow path aspect: 1.3 hospitalization income each month has risen from 35 million dollars to 45 million dollars after renovation of wards, dissatisfaction of customers has dropped from 24﹪to 17﹪; 1.4 dissatisfaction of customers has dropped from 21﹪to 7.5﹪after outer wall was renovated and air conditioners was changed; 1.5 net annual profit of the parking lot has also increased from -840 thousands dollars to 3600 thousands dollars after the parking lot is outsourced; 1.6 net annual profit of medical cooperation has increased from 1 million dollars to 4 million dollars . About organization learning aspect: 1.7 the number of certified professional purchase staff has increased from 3 persons to 7 persons; 1.8 training hours for every staff each year have increased from 12 hours to 28 hours. Strategic topic II: to reduce operational cost, about internal flow path aspect, 2.1 the power rate for air conditioners has dropped from 5.74 million dollars to 5.50 million dollars per year.中文摘要…………………………………………………………………2 英文摘要…………………………………………………………………3 目錄………………………………………………………………………5 圖表目錄…………………………………………………………………6 第一章 前言……………………………………………………………7 第一節 研究背景與動機………………………………………………7 第二節 研究目的………………………………………………………8 第二章 文獻探討………………………………………………………8 第三章 研究方法……………………………………………………12 第一節 個案研究方法…………………………………………12 第二節 研究流程……………………………………………………12 第四章 規劃過程……………………………………………………13 第一節 個案醫院簡介…………………………………………13 第二節 個案醫院實施此計畫的背景與原因…………………13 第三節 個案醫院實施此計畫的步驟………………………………14 第四節 實施之具體內容……………………………………………17 第五章 結果與討論…………………………………………………24 第一節 研究結果……………………………………………………24 第二節 研究討論……………………………………………………30 第三節 研究限制……………………………………………………31 第六章 結論與建議…………………………………………………31 參考文獻………………………………………………………………33 表 目 錄 表一：個案醫院總務室同仁特性之頻率分布………………………16 表二：總務室SWOT關聯分析表………………………………………22 表三：總務室競爭優勢/營運利基KSF查核表………………………24 表四：總務室營運競爭策略主題(1) ………………………………26 表五：總務室營運競爭策略主題(2) ………………………………28 表六：平衡計分卡實施前後各策略績效之比較……………………30 圖 目 錄 圖一：平衡計分卡的基本架構………………………………………9 圖二：醫院營運發展與經營改善的循環……………………………10 圖三：計畫研究流程…………………………………………………13 圖四：個案醫院導入平衡計分卡的的實施步驟……………………15 圖五：總務室營運模式與系統架講…………………………………19350956 bytesapplication/pdfen-US平衡計分卡醫院管理營運績效balanced scorecardhospital managementoperational performancethesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60088/1/ntu-95-P92843018-1.pdf