11/29/2012 1 IHI National Forum “Defining Moments” M23: BaldrigePerformance Excellence Program Excellence is Every, Every, Every December 2012 Orlando, FL Experience Objectives • Assess, compare, and contrast your organization’s performance against that of Baldrige role models and the Criteria for Performance Excellence. • Describe how the Baldrige Framework can be used to create inspired cultures and immediately improve performance • Act on the Baldrige excellence roadmap.
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11/29/2012
1
IHI National Forum “Defining Moments”
M23: Baldrige Performance Excellence Program
Excellence is Every, Every, Every
December 2012
Orlando, FL
Experience Objectives
• Assess, compare, and contrast your
organization’s performance against that of
Baldrige role models and the Criteria for
Performance Excellence.
• Describe how the Baldrige Framework can be
used to create inspired cultures and
immediately improve performance
• Act on the Baldrige excellence roadmap.
11/29/2012
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Presenters• Joel Ettinger, President and CEO, Category One Inc. and
Alumni Member of the Board of Examiners, Malcolm Baldrige National Quality Award
• Susan Hawkins, SVP, Performance Excellence, Henry Ford Health System
• Craig Deao, Research and Development Leader, StuderGroup
• Gary Yates, MD, SVP and CMO, Sentara HealthcareDr. Yates is the President of Healthcare Performance
Improvement, LLC a consulting company focused on improving healthcare reliability
What Will NOT Happen
• You will not understand all of it—it’s too
big
• We will not address all elements of the
Framework equally—it’s too big
• Know everything you need to do when
return to your worksite and colleagues—
it’s too big
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Criteria for Performance Excellence
Business Health Care Education
A disciplined approach to addressing key
patient/customer, stakeholder, and operational
requirements integrating cycles of refinement
and innovation
How Do You/We Know That…
• Effective leadership system is in place that assures sustainability, excellence, agility, relentless patient focus – even in economically difficult times
• Pervasive innovation is a key differentiator
• Strategic planning process produces appropriate stretch targets fully deployed
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How Do You/We Know That…
• Market data are valid/segmented to design/deliver products/services that people want/need
• The people we serve can easily access services
• Accurate satisfaction, loyalty, referral, & engagement determination systems exist
• Information systems are based on user needs and produce “actionable” information
How Do You/We Know That…
• Everyone has the knowledge they need to have to “ make” healthcare great
• Culture is optimal, work systems carefully designed, necessary skills secured, all workforce is proud, recognized, loyal, engaged
• New services are designed systematically with patient/customer, evidence-based input
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How Do You/We Know That…
• We provide, always, the finest error free medicine humanly possible
• We out-compete the competition in all important ways – care experience and research funding
• Our clinicians are magnificent members of the an amazing workforce that makes the health care
• All major processes are continually improved, waste eliminated everywhere
How Do You/We Know That…
• All key results based on Critical Success
Factors are measured, trended, compared to
competition and best-in-industry
• The approaches to work and improvement,
and innovation are systematic, deployed and
aligned on an enterprise-wide basis
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These Things Happen,
No Longer
The Baldrige Performance
Excellence Program
What are the Criteria?
“The leading edge of
validated management
practice”
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What are the Criteria?
• Expectations or requirements
• Structured approach to improvement
• Framework for a systems view of performance
management
• Based upon a set of core values
• A common language
Criteria Purposes
• Alignment of key components
• Go beyond conformance-to-standard to a
focus on excellence
• Facilitate communication and sharing among
all types of organizations
• Working tool for understanding and managing
performance improvement
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Criteria Key Characteristics
• Focus on results
• Are non-prescriptive and adaptable
• Support a systems perspective
• Support goal-based diagnosis
THE FRAMEWORK
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Four Harmonized Components
Simplified
• Organizational Profile– Who are we? What is important to us?
• Core Values– What do we believe in?
• Criteria– How do we do it
• Performance Differentiators– How well are we doing it? (results)
BALDRIGE: The Pursuit of Excellence
FEELING, THINKING, BEING, THEN DOING
Visionary Leadership
Patient-focused Excellence
Organizational and Personal
Learning
Valuing Workforce Members
and Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Social Responsibility and
Community Health
Focus on Results and Creating
Value
Systems Perspective
ORG PROFILE & 7 CATEGORIES OF CRITERIACORE VALUES/CONCEPTS
PERFORMANCE DIFFERENTIATORS (ADLI)
How are our APPROACHES SYSTEMATIC?
How are our approaches fully DEPLOYED?
How does LEARNING and IMPROVEMENT
happen?
How is our work ALIGNED and INTEGRATED?
HOW DO YOU KNOW EMPOWERMENT
SO WHATWHAT ARE YOU THINKING
EVERY, EVERY, EVERY
HOW DOES INNOVATION
DISTINGUISH US
CORE COMPETENCIES
SEGMENTATION ENGAGEMENT
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The Comprehensive Excellence
Continuum
Right to
OperateOrg
Excellence
MI
TQM
TPS & Six
Sigma
JCAHO
ISO9000HFAP
CMS/State
Surveys
Other
Govt.
Surveys
Leadership/Customer
Driven
Compliance/QA/QC
Driven
Magnet
Maintain Innovation
DNV
Improvement
Accelerators
Pillar Framework
6-month EBL assessments
LEM
Stoplight Report
Support Service Survey
PCM
SG Portal
RED Strategy Planning Process
Virtual Tokens of Recognition
Service Guarantee
Leader Evaluation Process
Goal Cascade
Monthly Meeting Model
90-day Plans
Linkage grids
LDI
CDI
Peer Interviewing
30/90 day meetings
AIDET
Managing Up
highmiddlelow Performer
Conversations
Rounding on Employees
Leader Rounding for Outcomes
Hourly Rounding
Pre- and Post-Visit Calls
SG’’’’s Best Practices
Standardization AcceleratorsMust
Haves®
Performance
Gap
Objective
Evaluation
System
Leader
Development
Aligned Goals Aligned Behavior Aligned Process
Specific and interdependent practices that have
value to all businesses to create better places to
work & higher quality services for customers.
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World Class Quality
“ The most comprehensive list of actions to
achieve world-class quality is contained in the
Malcolm Baldrige Criteria. ”
Joseph Juran
Quality Progress
August, 1994
Respondents Who Used the CriteriaQuality Progress
Percent Answering
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The Framework Effectively Enables
• Sustainability
• Innovation
• An engaged workforce
• Significantly greater integrated physician
relationship
• Proactively address the more knowledgeable
customer
The Baldrige Effect
• Reduce cost, waste, errors – Less work, Better Work, More Accomplished
• Silos replaced by system integration and collaboration
• To better manage the future – health care reform, ACOs, declining reimbursement