Are you benchmarking your organization in the best way possible? Are you tracking almost the exact metrics everyone else is tracking? Are you consistently measuring, monitoring, and communicating your Key Performance Indicators (KPI) that drive performance in your blood center? Do you counterbalance your KPIs for maximum effect?

1. BLOOD
CENTER KPI

2. How Does Your Blood Center Measure Up?

3. Are you benchmarking your organization in the best way possible? Are
you tracking almost the exact metrics everyone else is tracking? Are you
consistently measuring, monitoring, and communicating your Key
Performance Indicators (KPI) that drive performance in your blood
center? Do you counterbalance your KPIs for maximum effect? As we
work with blood centers to digitize their operations, we have observed
that they have some KPIs that are measured, with the majority of these
leaning toward donor acquisition and related activities. To gain
maximum value from your bench-marking efforts, we recommend you
follow a few best practices that we’ve learned over the last fifteen years
while working with organizations in and outside of the blood industry.

4. KPI SELECTION

5. Choose your KPIs that are related to your specific center’s key goals and
have KPIs that support those critical goals for each department and
business unit. KPIs can vary based on your size, competitive landscape,
specific areas that need attention, and they need to correspond to the
culture you want to nurture.
Pick 2 or 3 KPIs that can be consistently measured and monitored, and
that is easy for your organization to understand and implement. By
starting with a few simple KPIs, and gaining buy-in across the
organization, you can create a culture driven by numbers.
Implementing KPIs can often be met with resistance from members in the
organization who might feel they are under the microscope but we’ve found
that once implemented and well communicated, employees grow to
appreciate having clear, measurable goals. Lack of ambiguity leads to
higher productivity and better decision making as well.

6. For every KPI you implement, counterbalance it with another KPI. If you measure the number of defects,
deviations, or other quality-related metrics, we recommend that you also estimate the cost of preventing
quality issues. KPIs such as Cost of Quality as a % of Annual Revenue, or Average Training Hours per
Employee, will provide a needed counterbalance to the cost of defects. A defect or a waste typically
translates into hard expenses for your organization, but your blood center also invests money and
resources to prevent such issues. Is this investment tracked? If not, why not?
We are big fans of combining both lagging and leading metrics. This way you can almost predict with a
level of certainty where you are going and adjust before you get there as needed using the leading
indicators.
Implementing KPIs is only the first step. KPIs gain more value over time as you collect data, and unless
you drive consistency and communicate the value of your metrics to everyone in the organization, there
is a good chance that your gains will be short-lived. Communicate the importance of these metrics to
your organization, and don’t settle for anything less than 100% compliance in bench-marking activities
and they will become embedded in your culture.
It is essential to use the right tools to record and communicate your KPIs to the rest of the
organization. Business intelligence software and workflow systems, if set up correctly, are
beneficial. We are sharing our latest experience with the City of Tyler, Texas where we helped
them track the complete life-cycle of KPI scorecards and quality standards, at the next ASQ World
Conference in May 2019.

7. TYPES OF KPI

8. Cost Per Unit Collected (CPUC)
DASH rate (donations per staff hour)
Percent of waste or discarded products
cost per donation
blood product demand period
number and percentage of adverse donor reactionPercent of reactive units
Percent of individual product type vs. total inventory
Percent of defect-free processes
Cost of quality as a percentage of annual revenue
number of deviation and percentage of deviation vs. total number of
processes
overall turnaround time from donation to product completion (internal)
Deferral percentage
cost per mobile donation vs. cost per fixed-based location.

9. Learn more at PERFEQTA.io or send an inquiry to
info@PERFEQTA.io.