Teichgräber Ulf, Sibbel Rainer, Heinrich Andreas, Güttler Felix
Institut für Diagnostische und Interventionelle Radiologie, University Hospital Jena, Friedrich-Schiller-University, Am Klinikum 1, 07747, Jena, Germany.
Frankfurt School of Finance, Frankfurt School of Finance and Management, Institute for International Health Management, Sonnemannstrasse 9-11, 60314, Frankfurt am Main, Germany.
Insights Imaging. 2021 Jun 2;12(1):69. doi: 10.1186/s13244-021-01009-2.
To develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department.
Development of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a "Strategy Map" with regard to the perspective and their cause-effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard.
A total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs.
The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.
基于平衡计分卡（BSC）概念开发一个以目标为导向的指标体系，该体系考虑转诊医生和患者的观点，并强调关注放射科的内部流程。
平衡计分卡的开发分六个步骤进行：（步骤1）对放射科进行优势/劣势和机会/风险（SWOT-）分析；（步骤2）设定特定目标（模式、核心价值观、关键目标），随后开发四个视角；（步骤3）定义面向放射科流程增值链的战略问题；（步骤4）针对视角及其因果关系创建“战略地图”；（步骤5）开发一个用于监控、报告和管理计分卡的自动化关键绩效指标（KPI）驾驶舱。
通过SWOT分析共确定了10个成功因素。核心价值观包括临床、教学和研究领域的高质量。放射科增值链由三个处理步骤组成：1. 登记；2. 检查；3. 阅片/ X光显示。得出了三个行动计划：1. 提高能力（如达到专科标准）；2. 提高转诊医生/患者满意度；3. 提高生产率。日常流程监控作为监控计分卡添加到管理驾驶舱中。计分卡包括18个关键绩效指标，每月自动更新。年度管理计分卡包括10个关键绩效指标。
平衡计分卡使实施一项紧密围绕转诊医生需求和患者要求的放射科战略成为可能。
