Data Strateg Benchmarks. 1998 Apr;2(4):53-5.
A balancing act: When it became apparent that a 900-bed hospital in Detroit needed to cut costs to stay viable, leaders decided making across-the-board cuts would be as dangerous as making no cuts. Instead, they began measuring four different types of indicators on a new service-line basis using a spider diagram to ensure they were balancing the needs of administration, physicians, patients, and the community.
