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Key Excellence Indicators Award Recipients 2004–2010 Health Care

2011. Malcolm Baldrige National Quality Award. Key Excellence Indicators Award Recipients 2004–2010 Health Care . Baldrige Performance Excellence Program | www.nist.gov/baldrige. Baldrige 2011–2012 Criteria Categories. Leadership Strategic Planning Customer Focus

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Key Excellence Indicators Award Recipients 2004–2010 Health Care

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  1. 2011 Malcolm BaldrigeNational Quality Award Key Excellence IndicatorsAward Recipients 2004–2010Health Care Baldrige Performance Excellence Program | www.nist.gov/baldrige

  2. Baldrige 2011–2012 Criteria Categories • Leadership • Strategic Planning • Customer Focus • Measurement, Analysis, and Knowledge Management • Operations Focus • Results

  3. 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

  4. 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

  5. Mercy Health System: Leadership

  6. Customer Groups Patients Employees Community Robert Wood Johnson: Leadership 5 Pillar Communication Direction and Plan 5 Pillar Communication Evaluation & Improvement Alignment & Integration 5 Pillar Communication 5 Pillar Communication Deployment & Measurement

  7. Robert Wood Johnson: Leadership Staff Focus People Customer Focus Service Process Management Quality Measurement, Analysis & Knowledge Management Finance Strategic Planning Growth Five Pillars of Excellence

  8. 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

  9. 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

  10. Sharp HealthCare: Strategic Planning

  11. Sharp HealthCare: Strategic Planning

  12. Spring Long-Term Planning 4 Review previous performance, SID and determine key services & processes 5 Review/revise PFE, LT objectives, and LT capital assumptions 6 Develop key themes and preliminary ST assumptions Winter Evaluation & Input Summer Budget & Short-Term Planning 1Process Effectiveness Review 7 SOT’s present ST objectives, tactics and resources required to ET CONTINUOUS 2 SID compiled by BDD 12 Organizational performance reviews Progress updates Current information 8 Resources allocated by ET through capital planning retreat, budget, LT financial plan, and staffing plans 3 Gather input from stakeholders regarding ST/LT challenges and opportunities Fall Approval & Deployment 9 Annual strategic plan, budget, and staffing plans approved by ET and BOD 10 SOT’s finalize scorecard measures 11 Deployment: SOT Action Plans, Strategic Plan Cascade, SPMS, Three C’s Communications Bronson: Strategic Planning Strategic Management Model

  13. 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

  14. 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

  15. Heartland Health: Customer Focus Voice of the Customer (2) Listening, inputs and methods Analysis and Decision Making (3) Evaluation and Improvement (5) 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 (1) Customer Groups SPP Step 1 Review customer inputs and analyze processes to refine feedback mechanisms, relationship strategies, and action plans (annual/ongoing) Patients Members Community—Region Deployment of Strategy and Action Plans (4) SPP Step 8: Deploy improvements through the Balanced Scorecard and action plans. Customer Relationship Management

  16. Heartland Health: Customer Focus Voice of the Customer

  17. Poudre Valley Health System: Customer Focus

  18. Sharp HealthCare: Customer Focus

  19. RWJ: Customer Focus Beyond Satisfaction . . . Customer Loyalty 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

  20. Saint Luke’s: Customer Focus

  21. Saint Luke’s: Customer Focus

  22. 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

  23. 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

  24. AtlantiCare: Measurement, Analysis, and Knowledge Management

  25. PVHS: Measurement, Analysis, and Knowledge Management

  26. BHI: Measurement, Analysis, and Knowledge Management

  27. BHI: Measurement, Analysis, and Knowledge Management

  28. 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

  29. 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

  30. AtlantiCare: Workforce Focus Workforce Capacity and Capability

  31. AtlantiCare: Workforce Focus Performance Management Process

  32. Heartland Health: Workforce Focus Workforce Satisfaction

  33. 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

  34. Mercy Health System:Workforce Focus • Inform • Involve • Celebrate

  35. Mercy Health System:Workforce Focus • Inform • Meaningful Mission • Cruise and Connect • Communicate Goals • Involve • Partnership • Feedback • Workforce Strategies • Celebrate • Celebrate People • Celebrate Ideas • Celebrate Achievements

  36. 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

  37. 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

  38. North Mississippi Medical Center: Operations Focus

  39. 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.

  40. 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.

  41. Advocate Good Samaritan Hospital: Results Mortality Index (Actual/Expected) Physician Loyalty (Percentile) GOOD GOOD GOOD Inpatient Market Share, 2007-2010 GOOD

  42. AtlantiCare: Results

  43. Heartland Health: Results Customer Satisfaction Willingness to Recommend

  44. Heartland Health: Results Complaint Event Management • Respond •  Resolve •  Track •  Prevent Complaints per 100 Adjusted Patient Days Complaint Management

  45. Heartland Health: Results Caregiver Engagement

  46. Poudre Valley Health System: Results Prompt Service and Friendly Staff Low-Cost Provider Top-Box Patient Satisfaction Scores

  47. Mercy Health System: Results Workforce Turnover Workforce Engagement

  48. Sharp HealthCare: Results Top-of-Mind Awareness of County Hospital Systems Perception of Quality Likeliness to Recommend

  49. Bronson Methodist Hospital: Results Cardiac Service Line Market Share (%)

  50. NMMC: Results Tracheostomy withChronic Ventilation

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