Benchmarking.
"Benchmarking" or "Clinical
Benchmarking":
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Benchmarking - brings light to the seasoned process of emulating your competitors and trying to perform one step better. Benchmark hallmarks are based on outcomes of care. Outcome variables usually focus on statistics related to mortality, lengths of stay, or total costs of care. The benchmark concept involves a multistage process:
(1) First is internal data analysis.
(2) Second is the comparison to a benchmark performer, a like institution that shows best in class results for the selected diagnosis and outcomes.
(3) Third is the process of self-analysis, trying to document the actual flow and process of care for that diagnosis in your own institution.
(4) Fourth is the comparison of processes to the benchmarked institution with the adaption of applicable process improvements into a revised action plan.
(5) Then monitor the effect, measure the results, revise accordingly.
A disadvantage of benchmarks is that results will vary by institution.
In essence, benchmarking is basically no different than what is going on in manufacturing industry, financial services, etc., the only difference is that unlike a typical manufacturing plant for example where most steps of the process are controlled by one entity, in the health care delivery system, the steps are somewhat fragmented because different entities are providing pieces of a total service: physicians who may be independent contractors, specialists who may be independent contractors, and hospitals with different levels of hospital care. Managed Care Organizations (MCOs) are basically trying to put structure around the system in order to maintain standards while reducing costs. Accordingly, Managed Care Organizations are using classical management techniques that are used in other industries but since there is no single owner of the whole system, the MCO’s exercise control by the mere fact they are signing the check.
The article by Martin S. Karpiel, "Benchmarking Facilitates Process Improvement in the Emergency Department," Healthcare Financial Management (May, 2000), looks at how to improve patient satisfaction with emergency departments by having hospitals identify critical success factors and appropriate measures, collect data on their patient-flow process, compare this data with industry benchmarks and then determine areas for improvement. This article indicates that redesigning the patient care process by improving patient satisfaction in the emergency department can bring additional revenue to hospitals.
| Benchmarking Facilitates Process Improvement in the Emergency Department: redesigning patient care process by improving patient satisfaction in emergency department can bring additional revenue to hospitals |