Benson H R
Georgetown University Medical Center, Washington, DC.
Radiol Manage. 1994 Fall;16(4):35-9.
Benchmarking--the process of establishing a standard of excellence and comparing a business function or activity, a product, or an enterprise as a whole with that standard--will be used increasingly by healthcare institutions to reduce expenses and simultaneously improve product and service quality. As a component of total quality management, benchmarking is a continuous process by which an organization can measure and compare its own processes with those of organizations that are leaders in a particular area. Benchmarking should be viewed as a part of quality management programs, not as a replacement. There are four kinds of benchmarking: internal, competitive, functional and generic. With internal benchmarking, functions within an organization are compared with each other. Competitive benchmarking partners do business in the same market and provide a direct comparison of products or services. Functional and generic benchmarking are performed with organizations which may have a specific similar function, such as payroll or purchasing, but which otherwise are in a different business. Benchmarking must be a team process because the outcome will involve changing current practices, with effects felt throughout the organization. The team should include members who have subject knowledge; communications and computer proficiency; skills as facilitators and outside contacts; and sponsorship of senior management. Benchmarking requires quantitative measurement of the subject. The process or activity that you are attempting to benchmark will determine the types of measurements used. Benchmarking metrics usually can be classified in one of four categories: productivity, quality, time and cost-related.
标杆管理——确立卓越标准并将业务职能或活动、产品或整个企业与该标准进行比较的过程——将越来越多地被医疗机构用于降低成本，同时提高产品和服务质量。作为全面质量管理的一个组成部分，标杆管理是一个持续的过程，通过这个过程，组织可以将自己的流程与特定领域的领先组织的流程进行衡量和比较。标杆管理应被视为质量管理计划的一部分，而不是一种替代。标杆管理有四种类型：内部标杆管理、竞争性标杆管理、功能性标杆管理和通用性标杆管理。在内部标杆管理中，组织内部的职能相互比较。竞争性标杆管理的合作伙伴在同一市场开展业务，并提供产品或服务的直接比较。功能性标杆管理和通用性标杆管理是与可能具有特定类似职能（如薪资或采购）但业务不同的组织进行的。标杆管理必须是一个团队过程，因为结果将涉及改变当前的做法，整个组织都会感受到其影响。团队应包括具有专业知识、具备沟通和计算机能力、有促进者和外部联系人技能以及得到高级管理层支持的成员。标杆管理需要对主题进行定量测量。你试图进行标杆管理的过程或活动将决定所使用的测量类型。标杆管理指标通常可分为四类之一：生产率、质量、时间和成本相关。
