Abstract
Since the policy of National Health Insurance Program in Taiwan limits the global budget between hospitals in Taiwan, hospitals forces to enhance the quality and optimize their resource efficiency. However, the previous studies focused on the functional process optimization instead of the quality level improvement of the overall hospital. Although Business Excellence is considered to be one of the approaches for measuring the total quality level and business performance of hospital, the indicators of Business Excellence are not entirely appropriate hospitals and also neither easy to practice. This study aims to develop a Business Excellence Framework of Hospital for Continuous Quality Improvement. In the planning part, identify the goals and visions of the hospital to practice in the functional sections; in the doing part, concentrate on enhancing the abilities of the key indicators by self-assessment with the Hospital Business Excellence Management Assessing Criteria and the evaluation form; in the checking part, build the Overall Resource Effectiveness to diagnose the resource losses; in the action part, make the actions by benchmarking and go back to the first planning part. In addition, this study aggregates the Business Excellence model and the Hospital Accreditation criteria to develop the Hospital Business Excellence Assessing Criteria and the evaluation form and screens the key indicators from Hospital Accreditation to be the necessary assessing indicators by Rough Set Theory for the doing part. The results have shown the practical viability of the proposed framework to drive collaborative efforts to enhance quality. This paper concludes with discussions on value propositions of proposed Business Excellence Framework of Hospital for Continuous Quality Improvement and future research directions.