Witt M J
Camden Group, El Segundo, California, USA.
Healthc Financ Manage. 2001 Feb;55(2):67-70.
Group practices can use benchmarking to improve physician productivity to best-practice levels. The benchmarking process can be broken down into two phases. In the first phase, the problem is identified. This phase involves identifying critical drivers, choosing an external benchmark, gathering internal data, identifying variances, and establishing targets. In the second phase, action is taken. This phase involves identifying actions to take, defining responsibilities, implementing the changes, and monitoring performance. Group practices that use benchmarking need to understand the tool's limitations. Benchmarks serve as roadmaps, but any action plan should be tailored to the practice and take a variety of factors into consideration.
集团医疗实践可以利用标杆管理将医生的工作效率提高到最佳实践水平。标杆管理过程可分为两个阶段。在第一阶段，要识别问题。这一阶段包括识别关键驱动因素、选择外部标杆、收集内部数据、识别差异以及设定目标。在第二阶段，要采取行动。这一阶段包括确定要采取的行动、明确职责、实施变革以及监控绩效。采用标杆管理的集团医疗实践需要了解该工具的局限性。标杆起到路线图的作用，但任何行动计划都应根据实践情况量身定制，并考虑多种因素。
