Intangibles
Consider two chemistry analyzers.
The first requires a lot of hands-on time to run and maintain, and the reagent cost is per aliquot. You're paying for reagent used for calibration, quality control, troubleshooting and waste. The second analyzer is a walk-away with little maintenance, and the reagent cost is per reportable result (CPRR). You're paying for reagent used for patient results.
The second analyzer is cheaper and more efficient. But let's suppose the throughput, or number of tests done per productive hour, is the same. The second analyzer gives people more time to analyze problems, answer telephone calls and help other departments. Do those "intangibles" count?
Benchmarking based on hours worked per billable test unit standardizes comparisons. There are other ratios, such as supply cost per billed test, but the production "unit" is usually the CPT, or Current Procedural Terminology, code. CPT codes provide consistency in describing tests. A random blood glucose, for instance, is coded 82947 on a Beckman, Hitachi or Olympus.
By such a benchmark the above analyzers are the same, when obviously they are not.
This is where benchmarking gets interesting. Your bean counters may not care about workload recording units (WLU) or the Laboratory Management Index Program (LMIP) developed by CAP. But they understand getting paid on a fee schedule, and they understand payroll. To make your intangibles count, you need to make them tangible.
Efficiency can be measured indirectly in how your service is enhanced or perceived by others. For example, a better analyzer can give your techs time to help draw outpatients, which is measurable in waiting room time. Techs may have higher STAT throughput, faster weekend turnaround time or a reduced error rate. If you can show that hours saved here means better service there, your intangibles count.