Baldrige National Quality Program

1. Baldrige National Quality Program Be the Best Leader, Lead the Best Organization: How Baldrige Can Help You Harry S. Hertz NCHE Meeting January 11, 2005

2. Outline • Where Are We As Leaders? • What Are the Baldrige Criteria? • How Do We Improve? • - Are We Making Progress? • - Organizational Profile • - Learn from Others • Tomorrow Morning

3. Where Are We As Leaders? Committee of 200 Study – October 2004 933 Graduate Students and 807 MBA Graduates • Companies are not run honestly • 67% of female students • 57% of male students • Lack of ethics still is a serious issue • 70% of female graduates • 60% of male graduates • Business is not done ethically or honestly • 64% of graduates with jobs • 61% of students

4. Where Are We As Leaders? What’s the message……

5. Where Are We as Leaders? I believe the answer is enlightened organizational and labor leadership leading, with vision and conviction.

6. What Are the Baldrige Criteria? Performance Excellence An integrated approach to organizational performance management that results in: • delivering ever-increasing value to patients and other customers, contributing to improved health care quality • improving organizational effectiveness and capabilities as a health care provider • organizational and personal learning

7. What Are the Baldrige Criteria for Performance Excellence? • A set of expectations or requirements • A structured approach to performance improvement • A framework for a systems view of performance management

8. Criteria Purposes • To help improve organizational performance practices, capabilities, and results • To facilitate communication and sharing of best practices • To serve as a performance improvement tool

11. How Do We Improve? Are We Making Progress? Are We Making Progress as Leaders? • Employee (Leadership Team) Questionnaires • Seven Category Framework • 40 Statements, 5-Point Scale • Compare Results • Focus Improvement and Communication for Your Organization • Measure Trust

12. Are We Making Progress? N=228

13. Baldrige Examiner Results - Differences Greater than 20%

14. Baldrige Examiner Results Similar Perceptions

15. How Do We Improve? “Are We Making Progress?” Discussion Points • Ask your employees for their ideas for the future • Ask your employees about organizational barriers to progress • Ask your employees how they analyze work quality and make decisions • Ask about the differences in leadership and employee perceptions

16. How Do We Improve? Organizational Profile • Purpose: - Describe what is relevant and important - Ensure common understanding - Guide selection of information/data - Identify gaps/lack of deployment - Serve as first Baldrige assessment

17. Organizational Profile • Organizational Description • Organizational Environment • Organizational Relationships • Organizational Challenges • Competitive Environment • Strategic Challenges • Performance Improvement System

18. Organizational ProfileRelationships • Organizational structure and governance system • Key patient/customer groups or market segments and their key requirements • Most important suppliers/dealers/partners and supply chain requirements • Key supplier and customer partnering relationships and communication mechanisms

20. How Do We Improve? “Organizational Profile” Discussion Points • Do you know the answer? • Would your organizational colleagues give the same answer? • Who are your key customers and what are their requirements? • What are your strategic challenges?

21. How Do We Improve? Customer RequirementsDeck Furniture …What are management and employees measuring?

23. Baldrige Role Model Characteristics -Business (2001 & 2002), Business (1999 & 2000), Education (2001) • Visionary Leadership Guidance (1.1) • Process Driven (6.1) • Customer and Market Knowledge (3.1)

24. Early Adopters -Business (2001 & 2002), Business (1999 & 2000), Education (2001 & 2002) • Process Driven (6.1) • High Performance Work Systems (5.1) • Customer and Market Knowledge (3.1) • Visionary Leadership Guidance (1.1)

25. How Do We Improve? “Lessons Learned” Discussion Points • What are your organization’s values? How do you demonstrate them? • How do you motivate employees? • What are your key processes? • How do you listen and learn from customers? • How do you align work, jobs, and processes?

26. SSM Top 10 Lessons Learned from Using Baldrige 10.Don’t wait until you are “ready.” 9.It takes longer then you think. 8.Everyone must be involved and understand what’s important. - CEO, medical staff, support staff...

27. SSM (continued) 7. It’s important not just to understand the Baldrige health care criteria, but also to understand the connections among the criteria. - A systems perspective 6. In well-run organizations, everything is intentional. 5. Never confuse activity with accomplishment - Measure results and outcomes, not activity

28. SSM (continued) 4. You don’t know what you don’t know until someone tells you. 3. So, you say you want to be exceptional… - “Through our exceptional health care services, we reveal the healing presence of God.” SSM mission 2. If you’re in this to win, don’t bother.

29. SSM (continued) 1. Leadership is not seeing which way the parade is moving and running to the front. - “Leadership is getting people from where they are to where they have not been.” Henry Kissinger

30. Tomorrow Morning • Consider Using Are We Making Progress?, Organizational Profile, Lessons Learned, Baldrige Criteria • But choose among them • Consider the Discussion Points - Stimulate a discussion - Do some data gathering - But choose yourfocus

31. Tomorrow Morning “The task of the leader is to get people from where they are to where they have not been.” Henry Kissinger You can be that leader

32. Thank You!