Embarking on improvement cycles - the next steps in surgical benchmarking

To develop a standardized, clinically applicable methodology for comparing surgical outcomes with established benchmark cut-offs and guiding structured quality improvement. Benchmarking compares clinical outcomes with defined performance thresholds to identify areas for improvement. While benchmark values are available for various surgical procedures, there is no standardized methodology that allows for direct application in clinical practice. This limits their use in routine quality management and continuous improvement processes.

A structured quality improvement cycle was developed to compare own data with surgical benchmark cut-offs for ideal (and non-ideal patients). The approach includes periodic comparison of clinical outcomes with benchmark cut-offs, root cause analysis for deviations, and implementation of targeted interventions. The method was applied to a cohort of 98 patients undergoing low anterior resections between 2018 and 2023. Outcomes were analyzed over overlapping 18-month rolling windows, updated every 6 months, to track trends and assess adherence to benchmarks.

The analysis revealed deviations from benchmark targets, especially in readmission rates due to ileostomy-related complications. Root cause analysis identified gaps in postoperative care and patient education. In response, targeted measures were implemented, including multimedia-based ostomy education, improved nutrition protocols, enhanced outpatient support, and structured follow-up. These interventions aim to reduce deviations and improve outcomes in future assessment cycles.

This methodology allows comparison of surgical outcomes with established benchmark cut-offs to guide structured quality improvement. It enables surgical teams to identify outcome gaps, implement data-driven interventions, and foster continuous quality improvement. The framework is adaptable to various procedures with existing benchmarks and promotes evidence-based surgical excellence.