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Related Experiment Videos

Benchmarking in emergency health systems.

Marcus P Kennedy1, Jacqueline Allen, Greg Allen

  • 1Department of Emergency Medicine and Ambulatory Care, Angliss Hospital, Melbourne, Victoria, Australia. marcus.kennedy@angliss.org.au

Emergency Medicine (Fremantle, W.A.)
|January 22, 2003
PubMed
Summary

Benchmarking in quality management requires a shift from competition to collaboration. This paper examines risks, validity, and cost-effectiveness, advocating for a balanced approach to best practices.

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Area of Science:

  • Quality Management
  • Healthcare Administration
  • Organizational Improvement

Background:

  • Benchmarking originated from competitive practices.
  • Modern healthcare demands a more collaborative benchmarking approach.
  • Existing terminology for benchmarking may not fully capture its purpose.

Purpose of the Study:

  • To critically analyze the role and risks of benchmarking in quality management.
  • To explore the evolution of benchmarking from competitive to collaborative models.
  • To examine the practicalities, validity, and cost-effectiveness of benchmarking.

Main Methods:

  • Literature review of benchmarking principles and applications.
  • Analysis of historical and contemporary benchmarking practices.

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  • Discussion of potential risks and challenges in benchmarking implementation.

    • Main Results:

    • Traditional benchmarking may have negative impacts on underperforming organizations.
    • Achieving cross-organizational validity and scrutinizing measures are critical.
    • The cost-effectiveness and 'best value' of benchmarking require careful examination.

    Conclusions:

    • Benchmarking requires a balanced overview of processes and a move towards collaboration.
    • Careful consideration of risks, validity, and resource allocation is essential for effective benchmarking.
    • A revised terminology may better reflect the practical application of benchmarking in quality management.