• Journal of Digital Convergence
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• v.13 no.11
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• pp.267-276
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• 2015

This study divided hospital management performance as surplus and deficit, Liquidity, Growth, Turnover Ratios, Productivity, Operating Expense, Patient Care Performance and evaluate the relationship between profitability. In addition to providing a useful basis for seeking profitability and effective management measures based on the findings of the hospital has its purpose. The study period was 2013 to identify the hospital's financial performance as evaluation criteria, were selected for a total of 147 hospitals surveyed. In conclusion, the more profitable medical and hospital financial performance, results showed a higher rate. In addition to the factors affecting the profitability of the Salaries, Administrative Expenses, Material Costs was a major factor. To to enhance the future profitability of hospital care it is also important to increase revenue, but Salaries, the cost reduction-effective strategy for reducing Administrative Expenses may be required.

• Journal of the Korean hospital association
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• v.22 no.11 s.209
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• pp.51-61
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• 1993

이 글은 지난 5월 현대병원경영연구소 주최로 개최된 병원최고경영자 경영사례발표세미나에서 발표된 내용을 녹음으로 취합하여 편집한 것이다.경영난에 고심하는 병원들에 참고 되기를 바라 게재하며, 현대병원경영연구소에서 녹취와 정리를 해주었다. -편집자-

• Journal of the Korean hospital association
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• v.22 no.7.8 s.206
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• pp.4-11
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• 1993

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.156-172
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• 2001

Financial ratio indicators of the 73 sample hospitals provided by the Korea Hospital Association in 1998-1999, together with the data by the Korea Health Industry Development Institute in 1007, were analysed to identify the financial structure and managerial performance of the profit/loss-making hospitals under the IMF. The major findings of this study were as belows. 1. Among the general characteristics, there was a statistical significance in the hospital location and the number of operating beds between profit-making hospitals and loss-making hospitals. 2. Financial ratio indicators of the profit-making hospitals were better than those of the loss-making hospitals. 3. Financial ratio indicators, including Liquidity, Performance Indicators and Growth Rate Indicators of profit-making hospitals, were better than those of loss-making hospitals except for Turnover Ratios under the IMF economic impasse.

• The Journal of the Korea Contents Association
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• v.9 no.6
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• pp.196-206
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• 2009

The profitability of a hospital refers to business administration results achieved through its medical care and other management activities during applicable fiscal year. This study focused on operating margin as a measurement index of hospital profitability, which is a genuine medical return obtained by subtracting medical expenses from medical profits achieved during business administration of hospital. Based on the index, this study could deduce certain factors on hospital profitability in terms of various indices affecting profitability. And based on those factors, this study sought to provide more useful reference materials which allow us to devise possible ways to improve hospital profitability. As a result, it was found that public hospitals attained lower profitability than private ones. To analyze profitability depending on each index, this study divided hospitals broadly into deficit group and surplus group. As a result, it was found that there were significant differences in hospital profitability between two groups depending upon relevant indices such as labor cost ratio, maintenance expense ratio, number of operations per medical specialist and medical instrument turnover. According to analysis on potential effects of relevant indices upon profitability, it was found that each index had its explanatory power ranging from 25% to 74.5% depending on given model.

• Korea Journal of Hospital Management
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• v.6 no.2
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• pp.138-155
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• 2001

This study was designed to find out the factors which influence on the financial performance of the hospital. Out of 32 provincial hospitals which were established by the government, 10 hospitals were selected as sample hospitals. Ten hospitals were divided into two groups(5 hospitals each), one of which was profit-making and the other loss-making. The criteria in selecting profit or loss-making hospitals was net profit to total revenue. The major finding of the study was as follows; 1. Whether or not a hospital had specialized in certain departments was proved to be the major factor influencing on the financial performance. Three out of five profit-making hospitals could harvest following results by operating specific departments. (1) Man powers needed for the operation of specific departments were 14.6 persons per 100 bed, which was only 1/7 of the general hospital. (2) The number of doctors has not increased in proportion to the increase of the number of beds. (3) Ratio of total revenue to MD.'s payroll expenses of the profit-making hospitals was 75.0% higher than the loss-making hospitals. (4) The average length of stay of specific department was very long(388.1 days). However, the specific departments were found to have contributed much to the financial performance because the occupancy rate of such departments was very high(94.5%). 2. The headcount per 100 bed of the profit-making hospitals was 23.9 persons(24.0%) less than the loss-making hospitals and the ratio of payroll expenses to total revenue 15.1% less. 3. Averagel revenue per specialist of the profit-making hospitals was 100 million(25.1%) more than loss-making hospitals and the ratio of total revenue to MD's payroll expenses of profit-making hospital was 75.0% higher. 4. Profit-making hospitals have introduced new systems or renovation in 36 fields, such as incentive payment system, utilization of contracted man powers, change of the payroll structure of the nurses, specialization in certain departments, etc; however, loss-making hospitals introduced only 25 new systems or renovations. These kind of renovation could not be achieved without the cooperation of the labor union and the strong will of the top management. Therefore, it could be said that the labor union of the profit-making hospitals seems to have been very cooperative compared with that of loss-making hospitals.

• The Korean Journal of Nuclear Medicine Technology
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• v.14 no.2
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• pp.87-92
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• 2010

Purpose: In 2003, we decided to buy a PET/CT, at the time, it was the latest cancer diagnostic medical equipment. Equipment company was offered the marketing of collaboration operation because the highly cost of PET/CT. However, this hospital's choice was own purchase way. In this study we evaluated the collaboration operation way by post-mortem analysis to the current situation. Materials and Methods: From 2004 until 2008, five years, we investigate the revenue analysis the number of PET/CT cases about own purchase way and collaboration operation way according (ABC costing). Results: The year 2004, own purchase way is 4 billion 9 thousand 2 hundred million won in deficit, the collaboration operation way is 1 billion 1 thousand 7 hundred million won in deficit. The year 2005, own purchase way is 1 billion 5 hundred million won in deficit, collaboration operation way is 8 thousand 7 hundred million won in deficit. However, the year 2006, own purchase way is 5 billion 1thousand 3 hundred million won in surplus, collaboration operation way is 9 thousand 9 hundred million won in deficits. The year 2007 and 2008, revenue of own purchase way is more increased but the collaboration operation way is more decreased. From the year 2004 to 2008, subtotal of own purchase way is 10 billion 8 thousand 8 hundred won in surplus, sub-total of collaboration operation way is 6 billion 7 thousand million won in deficit. Conclusion: Own purchase way has been a big benefit occurs and to reflect the equipment price, the collaboration operation way became to deficit continues. In other words, the problem of collaboration operation way showed us. When you buy the high cost Equipment, consideration will be risk and economic analysis of variance, the appropriate of the initial investment cost, clinical diagnostic needs and etc.