Practice re-engineering through the use of benchmarks: Part II.
Benchmarking can be a useful tool to assist practices in successfully re-engineering their practices to achieve performance improvement. Unfortunately, while many practices identify benchmarks, they are not often integrated into the day-to-day operations of the practice, used to create accountability, or used to help re-engineer processes. Part I described the nine-step benchmarking process and discussed how to use the process successfully to improve performance through process re-engineering. Part II identifies key indicators to measure performance and explains how to integrate their use into the practice's daily operations.
Witt
Mary J
MJ
Camden Group, 100 N. Sepulveda, Suite 600, El Segundo, CA 90245, USA. mwitt@thecamdengroup.com
D000067:Accounts Payable and Receivable; D019985:Benchmarking; D003625:Data Collection; D017598:Efficiency, Organizational; D008330:Management Audit; D006278:Medicare; D009936:Organizational Innovation; D011216:Practice Management, Medical / Q000191:economics / Q000458:organization & administration*; D017064:Process Assessment, Health Care; D015895:Relative Value Scales; D014481:United States