National Quality Award

coilcruelManagement

Nov 6, 2013 (3 years and 1 month ago)

68 views

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2011

Malcolm Baldrige

National Quality Award

Key Excellence Indicators

Award Recipients 2004

2010

Health Care


2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Baldrige 2011

2012 Criteria Categories


Leadership


Strategic Planning


Customer Focus


Measurement, Analysis, and
Knowledge Management


Operations Focus


Results

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators: Leadership

Senior leaders


communicate and demonstrate clear direction and
values


inspire the highest standards of legal and ethical
behavior


model and encourage learning, innovation,
excellence, and a focus on the future


drive strategies for performance excellence and
sustainability


2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators: Leadership

The governance body


is informed, transparent, and accountable


takes responsibility for ethics, actions, and
performance

The organization


surpasses legal and regulatory compliance


stresses ethical behavior


strengthens environmental, social, and economic
systems


2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Mercy Health System: Leadership

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Direction and Plan


Evaluation &
Improvement


Deployment &
Measurement


Alignment &
Integration




Patients

Employees

Community

Customer Groups

5 Pillar

Communication

5 Pillar

Communication

5 Pillar

Communication

5 Pillar

Communication

Robert Wood Johnson: Leadership

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Robert Wood Johnson: Leadership

Staff Focus

Customer Focus

Process Management

Measurement, Analysis &
Knowledge Management

Strategic Planning

People

Service

Quality

Finance

Growth

Five Pillars of Excellence

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Strategic Planning

Strategy development


aims for sustained leadership


balances short
-

and long
-
term factors


anticipates the future environment


incorporates innovation, stakeholders’ needs,
challenges, and advantages


aligns work systems and learning with
strategic directions

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Strategic Planning


Develops aligned, consistent action plans


Deploys action plans to the workforce, key
suppliers, and partners


Tracks the accomplishment of action plans


Develops human resource and financial plans


Uses performance projections and comparisons

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Sharp HealthCare: Strategic Planning

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Sharp HealthCare: Strategic Planning

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

12

Organizational performance


reviews


Progress updates



Current information

CONTINUOUS

3

Gather input from stakeholders


regarding ST/LT challenges


and opportunities

2

SID compiled by BDD


1

Process Effectiveness Review



Winter

Evaluation & Input

6

Develop key themes and


preliminary ST assumptions

5

Review/revise PFE, LT


objectives, and LT capital


assumptions


4

Review previous performance,



SID and determine key services


& processes


Spring

Long
-
Term Planning

11

Deployment:



SOT Action Plans,



Strategic Plan Cascade, SPMS,



Three C’s Communications

10

SOT’s finalize scorecard




measures


9

Annual strategic plan, budget,



and staffing plans approved by



ET and BOD


Fall

Approval & Deployment

8

Resources allocated by


ET through capital


planning retreat, budget, LT


financial plan, and staffing plans


7

SOT’s present ST objectives,


tactics and resources



required to ET


Summer

Budget & Short
-
Term

Planning

Strategic
Management
Model

Bronson: Strategic Planning

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Customer Focus


Proactively captures the voice of the customer


Gathers information on customer desires and
marketplace potential


Listens to current, former, and potential
customers


Collects actionable information on engagement,
satisfaction, and dissatisfaction



2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Customer Focus


Innovates product offerings and services to
exceed expectations


Refines and innovates support and
communication


Builds trust, confidence, and loyalty


Resolves complaints promptly and eliminates
the causes

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige



Listening, inputs and methods





Voice of the Customer



Customer Groups



Patients

Members

Community

Region











Deployment of Strategy and

Action Plans



SPP Steps 2

6:

Conduct reviews to
determine customer
requirements and assess if
services, processes, and
improvements are meeting
customer needs.

Translate results of analysis
into priorities for
improvement















SPP Step 1

Review customer inputs
and analyze processes to
refine feedback
mechanisms, relationship
strategies, and action
plans (annual/ongoing)







Evaluation and
Improvement

Analysis and

Decision Making



SPP Step 8: Deploy improvements
through the Balanced Scorecard
and action plans.

(2)

(5)

(1)

(4)

(3)

Heartland Health: Customer Focus

Customer Relationship Management

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Customer

Requirements

Key Satisfaction
Priorities/Examples

Patient Customer Segment

Listening and Input
Methods

Patients

Inpatient Satisfiers/Priorities

Comfort


Pain


Personal needs


Compassion


Response to
concerns/complaints


Emotional needs addressed


Included in decisions


Patient surveys (D, M)


Discharge calls (D)


Key words (D)


Rounding (D)

Key: Frequency: A

annual, B
-
Biennial, D
-
Daily, M
-
Monthly, P
-
Periodic, AN

As Needed

Heartland Health: Customer Focus

Voice of the Customer

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Poudre Valley Health System:
Customer Focus

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Sharp HealthCare: Customer Focus


2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Community


CHW


Family Giving


Soup kitchen


CAB


Education


Health Fairs

Patients


Greeters


Free TV and phone


Food on demand


Integrative therapy


Hearts Apart


Comfort in clothing

Employees


Circles


On
-
line benefits


CHW discounts


Bonus programs


Employee Sat. Committee

RWJ: Customer Focus

Beyond Satisfaction . . . Customer Loyalty

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Saint Luke’s: Customer Focus

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Saint Luke’s: Customer Focus

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Measurement, Analysis, and

Knowledge Management


Creates a balanced composite of measures tied
to needs, strategy, and goals


Collects and uses data to determine trends,
projections, and cause and effect


Uses performance analyses in decision making,
improvement, and innovation

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Measurement, Analysis, and
Knowledge Management



Maintains and safeguards information systems


Shares and transfers critical knowledge


Provides knowledge needed for work,
improvement, and innovation


Leverages knowledge of workforce, customers,
suppliers, collaborators, and partners


Captures and shares knowledge to drive
innovation

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

AtlantiCare: Measurement, Analysis,
and Knowledge Management

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

PVHS: Measurement, Analysis, and
Knowledge Management

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

BHI: Measurement, Analysis, and
Knowledge Management

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

BHI: Measurement, Analysis, and
Knowledge Management

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Workforce Focus


Optimizes capability and capacity


Organizes and manages the workforce to serve
customers and achieve strategy


Designs proactive processes and policies to
ensure safety and security


Offers practices and policies tailored to workforce
members’ needs



2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Workforce Focus


Engages the workforce through meaningful
work, clear direction, and accountability


Ensures a trusting, effective, and cooperative
environment


Supports, recognizes, and rewards high
performance


Optimizes workforce and leader development


2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

AtlantiCare: Workforce Focus

Workforce Capacity and Capability

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

AtlantiCare: Workforce Focus

Performance Management Process

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Heartland Health: Workforce Focus

Satisfaction Driver

Examples

Workforce

Segment

E

P

V

Participation


Work teams


Process

improvement methodologies


Communication methods

X

X

X

X

X

X

X

X

X

Job fulfillment


Retention levels


䍯C灥瑩瑩v攠牥睡牤r


䙡m楬y
-
汩k攠牥污瑩潮s桩灳


佲楥l瑡瑩潮⽥/畣慴ion


剥捯o湩瑩潮 灲p杲gms

u

u

u

u

u

u

u

u

u

u

u

u

u

u

u

Work environment


State
-
of
-
the
-
art facilities


卵灰汩敳e慮搠敱畩灭敮t


T散桮潬潧y

u

u

u

u

u

u

u

u

u

Staffing/ teamwork


Various shift lengths


Telecommuting


Staggered start times


偲潤畣瑩癩瑹u慮搠污扯爠m敡s畲us

u

X

X

X

X

X

X

X

X


X

E = employee, P = physician, V = volunteer

Workforce Satisfaction

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Heartland Health: Workforce Focus


Key priority for future sustainability


Selection of physician CEO


Leadership structure: Dyads


Quality Management Committee leads
quality, performance improvement, and
capital expenditures


Heartland Clinic Board of Governors &
Operational Council


Physician leadership development




Physician Engagement

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Mercy Health System:

Workforce Focus



Inform



Involve



Celebrate

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Inform



Meaningful Mission



Cruise and Connect



Communicate Goals

Mercy Health System:

Workforce Focus

Involve



Partnership



Feedback



Workforce Strategies

Celebrate



Celebrate People



Celebrate Ideas



Celebrate Achievements

91
77
151
152
201
356
2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Operations Focus


Designs and innovates work systems to
capitalize on core competencies


Designs agile work systems


Optimizes work systems to deliver value for
customers


Establishes a comprehensive emergency
preparedness system

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators:
Operations Focus


Designs and innovates work processes to meet
requirements


Designs work processes for agility, excellence,
efficiency, and effectiveness


Manages, measures, and improves work
processes


Manages the supply chain to improve suppliers’
and partners’ performance

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

North Mississippi Medical Center:
Operations Focus

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators: Results


Performance levels are excellent in areas that
are important to accomplishing the mission.


Results reflect offerings with superior value as
viewed by customers and the marketplace.

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Key Excellence Indicators: Results


Operational, workforce, legal, ethical, societal,
and financial indicators reflect benchmark
performance.


Actionable results are used to evaluate and
improve performance in alignment with
strategy.

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Physician Loyalty (Percentile
)

GOOD

Advocate Good Samaritan Hospital:

Mortality Index
(Actual/Expected
)

20.5%

21.4%

22.3%

23.1%

Inpatient Market Share,
2007
-
2010

GOOD

GOOD

Results

GOOD

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

AtlantiCare: Results

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Heartland Health: Results

50
60
70
80
90
100
FY06
FY07
FY08
FY09
FY10 YTD
Jan
mean score
Customer Satisfaction
PG
PG Baldrige Index
Customer Satisfaction

Willingness to Recommend

0
20
40
60
80
100
IP
OP
HC
mean score
FY06
FY07
FY08
FY09
FY10 YTD Jan
PG
PG Baldrige Index
2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige


Complaint Event


Management







Respond



剥獯汶R



T牡捫



偲敶敮P

FY08:
Q1
FY08:
Q2
FY08:
Q3
FY08
Q4
FY09:
Q1
FY09:
Q2
FY09:
Q3
FY09:
Q4
FY10
YTD
Aug
FY11
Proj
per 100 adj pt days
Complaints per 100 Adjusted Patient Days

Complaint Management

Heartland Health: Results

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Caregiver Engagement

Heartland Health: Results

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Poudre Valley Health System: Results

Prompt Service and Friendly Staff

Top
-
Box Patient Satisfaction Scores

Low
-
Cost Provider

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

0%
5%
10%
15%
FY02
FY07
ASHHRA BP
Mercy Health System Turnover
Mercy Health System
Workforce Engagement
60%
70%
80%
90%
2002
2007
NM 90th %ile
Mercy Health System: Results

Workforce Engagement

Workforce Turnover

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Sharp HealthCare: Results

Perception of Quality

Top
-
of
-
Mind Awareness of
County Hospital Systems

Likeliness to Recommend

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Bronson Methodist Hospital: Results

Cardiac Service Line Market Share (%)

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

NMMC: Results

($1,056,997)
$70,620
$209,878
$1,505,318
($1,200,000)
($1,000,000)
($800,000)
($600,000)
($400,000)
($200,000)
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY03
FY04
FY05
FY06
Tracheostomy

with

Chronic Ventilation

2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige

NMMC: Results

Care
-
Based Cost Management:

Making the Business Case for Quality



0.6
0.7
4.4
5.2
5.1
9.5
7.4
11.1
0
2
4
6
8
10
12
1999
2000
2001
2002
2003
2004
2005
2006
$ Millions Saved
2012

Baldrige Performance Excellence Program | www.nist.gov/baldrige



Patient Satisfaction with
Food Services
20
40
60
80
100
Qt 1
04
Qt 2
04
Qt 3
04
Qt 4
04
Qt 1
05
Percentile Rank
Robert Wood Johnson: Results

Patient Loyalty: Food on Demand