Background: An operational definition of benchmarking as developed at
Xerox is ''finding and implementing best practices'' Although benchmar
king has widely spread throughout industry, it is only just beginning
to find application in health care. Types of benchmarking: In internal
benchmarking, similar internal functions serve as pilot sites for con
ducting benchmarking. Competitive benchmarking, the comparison of a wo
rk process with that of the best competitor, reveals the performance m
easure levels to be surpassed. Functional benchmarking compares a work
function to that of the functional leader. Generic process benchmarki
ng compares the organization's basic business processes. Adapting benc
hmarking to health care: Benchmarking can target business, support, an
d clinical functions. For clinical functions, there are many potential
, ready-made networks of people with similar problems and interests. B
enchmarking support functions is often difficult because these functio
ns can provide the greatest competitive edge in the purely business se
nse. A grassroots benchmarking example: The ten-step Xerox benchmarkin
g model is illustrated with a fictional case study involving improveme
nt in the work processes associated with outpatient and inpatient biop
sies. Conclusion: The principles of benchmarking are simple, and the b
enchmarking process is not complicated. Benchmarking is a structured f
ramework for pursuing worthwhile goals in an organized way.