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| Balanced Scorecard w ochronie zdrowia× | Szczupłe zarządzanie w ochronie zdrowia× | |
|---|---|---|
| Dziedzina | Zarządzanie opieką zdrowotną | Zarządzanie opieką zdrowotną |
| Rodzina | Process / pipeline | Process / pipeline |
| Rok powstania≠ | 1992 | 1988 |
| Twórca≠ | Robert Kaplan, David Norton | Taiichi Ohno, Toyota Production System |
| Typ≠ | Strategic planning and management framework | Continuous improvement methodology |
| Źródło pierwotne≠ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. DOI ↗ | Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. Productivity Press. link ↗ |
| Inne nazwy | Healthcare BSC, Balanced Scorecard Healthcare | Lean Healthcare Management, Healthcare Lean |
| Pokrewne | 5 | 5 |
| Podsumowanie≠ | The Balanced Scorecard is a strategic performance management framework that translates an organization's mission and strategy into a comprehensive set of performance measures across four perspectives: financial, customer, internal processes, and learning and growth. Developed by Kaplan and Norton in 1992 for general business, it has been extensively adapted for healthcare organizations to align hospital operations with strategic objectives. | Lean is a management philosophy that emerged from the Toyota Production System, focused on maximizing patient value while minimizing waste. Applied to healthcare, Lean uses systematic methods to identify and eliminate non-value-added activities, reduce wait times, and improve the quality of patient care. |
| ScholarGateZbiór danych ↗ |
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