plete? Can you safely reduce those steps? How else can you improve efficiency? I recommend limiting yourself to implementing no more than three corrective actions simulta- neously. Doing more than three can create uncertainty about which cor- rective action was successful.” Once the corrective action(s) are agreed upon and implemented, ana- lyze the metric's performance to deter- mine whether changes were success- ful. “If you improve and meet your performance goal, you have com- pleted the PDSA cycle,” DiMarino says. "But if you came up short, you could revisit the process to determine whether there are additional correc- tive measures worth implementing.” At American Eye Surgery Cen-

ter, benchmarking recently helped the ASC identify significant over-

staffing for its case volume com- pared to other ASCs. “We were able to use that information to figure out ways to improve staffing ratios and duties while still maintaining opti- mal patient care,” Clifton says. An effective benchmarking pro- gram also includes internal bench- marking—the process by which an organization looks within its own operations to determine the best practice or methodology for con- ducting a task, Kizirian says. "Both internal and external benchmarking are vitally important and integral to an ASC's QAPI program.”

Internal benchmarking is a monthly practice at American Eye Surgery Center. “One area we look at is our profit and loss statements to make sure our patient volume correlates to our expenses, primarily associated with

staffing as this is usually the largest expense,” Clifton says. To achieve ongoing success with benchmarking, Kizirian recommends ASCs prioritize ongoing communica- tion to staff and leadership about the benchmarking process and results. “This keeps benchmarking activities in the limelight and creates a known pathway for dialogue for all involved and a comfort zone for staff to pro- vide input and recommendations. Put benchmarking on the standard agenda for your staff and managing board meetings.”

When discussing and implement- ing benchmarks, be enthusiastic, Kizirian adds. “Lead with a positive narrative and behaviors to create a commitment and belief in the bench- marking process.”

Explore custom business office solutions that can improve cash flow and collections success. 12 ASC FOCUS FEBRUARY 2021 |

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30