From Chapter 18, how are benchmarking and pareto analysis used in healthcare settings? In your discussion, talk about why they are important, and discuss at least one example of each tool's use. I would encourage you to use outside references to answer this question, if you need to do so. You may use up to two pages, double-spaced, for this response. As stated by Baker and Baker (2014), benchmarking is the continuous process of measuring products, services, and activities against the best levels of performance. It may also be defined as the method of finding which practices are best and recommending what that performance should be in the future. Benchmarking is not permanent it is ever changing, it may be considered time-sensitive and perishable. There are two types of benchmarking, internal and external. Internal benchmarking refers to the comparisons within an organization, to establish the best process inside the organization and the best processes over time. External benchmarking refers to the comparisons of processes or practices with other …show more content…
He also stated the hospitals should learn from organizations in the service industry not just limit themselves to other organizations in the healthcare industry. A healthcare organization may use benchmarking as a valuable tool to move ahead of the national average to being the best in class healthcare organization. Baker and Baker (2014) give the definition for the Pareto Analysis, also known as the 80/20 rule that 80% of an organization's problems are caused by 20% of the possible causes. This is a simple method is to prioritize potential changes by recognizing problems that could be resolved by making these changes. When using this tactic, the individual changes are prioritized for greater possibility of improving the
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Baker, J. J. & Baker, R. W. (2014). Health care finance Basic tools for nonfinancial managers (4th ed.). Burlington, MA: Jones & Bartlett Learning
A website like Hospital Compare presents patients and their providers with important information on hospitals. They can view patient satisfaction surveys and see how hospitals are handling important diseases like stroke and heart condition. Patients are able to choose a hospital that will provide them with the care they need and they can avoid hospitals that lag behind in key areas. Another benefit is that hospitals are held more accountable. It is bad business for any hospital to have low rankings. Externally reported measures allows the public to see how well a hospital is performing, which can equate to more business or a loss in revenue. These reports put a spotlight on hospitals and forces them to fix areas that need improvement. A major challenge to externally reported measures is the data. If the data is not collected correctly or lacks accuracy it can cause more harm than good. Information that is not accurate can cause a hospital its reputation. The hospital would have to spend time fixing the error and the public perception that the false report has caused. Benchmarking can be benefit in these reports as it allows health care facilities to see where they stand when compare to either national standards
There are many different ways to creating an optimal work environment especially in the healthcare industry. For example, the relationships between evidence-based practice and benchmarking have similar points in creating an optimal work environment. Evidence-based practice is defined as "a problem-solving approach to practice that involves the conscientious use of current best evidence in making decisions about patient care” (Melnyk & Fineout, 2005). “Benchmarking is usually considered to be a process of seeking out and implementing best practices at best cost.” (Tardy, Levif & Michel, 2012). The two concept have a similar goal in creating the best care and practices in the medical field that is beneficial to the clinic, their employees, and
Papanicolas, I. & Smith, P. (2013). Health system performance comparison an agenda for policy, information and research. Maidenhead: Open University Press.
Pollitt, C., Harrison, S., Dowswell, G., Jerak-Zuiderent, S., and Bal, R. (2010). Performance regimes in healthcare: institutions, critical junctures and the logic of escalation in England and the Netherlands. Evaluation, 16(1), pp. 13-29.
Benchmarking should not be considered simply a tool of management, but rather an integral part of the business strategy of a firm. When implementing benchmarking, management must consider the overall issues of performance and process re-engineering.
These measure help the leaders to communicate effectively with their staff and to achieve the goals of five pillars and the areas that leader need assistance or coaching and to see how leader are doing when it comes to achieving goals and leaders start focus on the goal to provide quality of care to residents. By measuring the performance of leaders, leaders determine what their top priorities should be, work on their weakness so leaders can align training to desired
Buchbinder, S., & Shanks, N. (2012). Introduction to health care management (2 ed.). Burlington, MA: Jones & Bartlett Learning.
Niles, N. J. (2011). Basics of the U.S. health care system. Sudbury, MA: Jones and Bartlett.
Decisions made by healthcare managers concentrate on ensuring patient’s appropriate cares and effective services possible, as well as, on addressing achievement o...
The balance between quality patient care and medical necessity is a top priority and the main concern of many of the healthcare organizations today. Due to the rising cost of healthcare, there has been a change in the focus of reimbursement strategies that are affecting the delivery of patient care. This shift from a fee-for-service towards a value-based system creates a challenge that has shifted many providers’ focus more directly on their revenue. As a result, organizations are forced to take a hard look at the cost of services they are providing patients and then determining if the services and level of care are appropriate for the prescribed patient care.
Berwick, D. M. (2002). A user's manual for the IOM's 'quality chasm' report. Health Affairs,
Nembhard, I. M., Alexander, J. A., Hoff, T. J., & Ramanujam, R. (2009). Why Does the Quality of Health Care Continue to Lag? Insights from Management Research. Academy Of Management Perspectives, 23 (1), 24-42. doi: 10.5465/AMP.2009.37008001
Good leadership, fostering a culture of change and safety, team work are essential in implementing quality improvement and risk management in the organization. Leaders and the governing body must demonstrate commitment to the processes and define their expectations for all stakeholders. Leadership team should make sure that the team’s attention is focused on the core business of the organization, which is to provide care and treat patients in a safe and high quality clinical environment. There are different tools that can be used for quality improvement that also applies to analyzing risk issues. These are measurement of quality, benchmarking, RCA, FMECA, and so