Writing Your TNCPE Application

1. Writing Your TNCPE Application Feb. 22, 2011 FieldsTA@msha.com jim.ford@TNCPE.org

2. Introductions • Name • Organization and job responsibilities • Experience relative to TNCPE • Expectations for today • Concerns? • Requests? • Something you are “famous” for MAKE THE MOST OF ALL YOUR MOVING PARTS 2

3. Time Management Matrix • Crises • Deadline-driven projects • Planning • Prevention • Recognizing new opportunities • Interruptions • Some mail, meetings, reports • Trivia • Busy work • Some mail and calls from The Seven Habits of Highly Effective People by Stephen R. Covey MAKE THE MOST OF ALL YOUR MOVING PARTS 3

4. An Effective Leadership System • Common sense • Aligns the entire system to achieve the mission and vision and live the values • Connects processes and results • Identifies gaps • Asks really good questions: • “How do we know?” • “How can we do it better?” • Works for any organization! MAKE THE MOST OF ALL YOUR MOVING PARTS 4

5. Decision to apply leads to… • How do I get started? • How do I gather the information I need? • How do I tell our story? • How do I organize all the work? Bonus: • TNCPE assessment process • Sharing best practices MAKE THE MOST OF ALL YOUR MOVING PARTS 5

6. Before you get started What is TNCPE? What is the TNCPE process/timeline? What is required for each application level?

7. Tennessee Center for Performance Excellence • Founded in 1993 as Tennessee Quality Award • Vision: to drive organizational excellence in Tennessee • 501(c)3 nonprofit corporation • Staffed primarily by state-wide volunteers • Funded through corporate and individualdues and award participant fees • Encourages use of the BaldrigeCriteria for Performance Excellence MAKE THE MOST OF ALL YOUR MOVING PARTS 7

8. 2011 Application Schedule • Submit Intent to Apply July 1, 2011 • 15 Copies of Organizational Profile • Submit Application August 1, 2011 • 15 Copies of Response to Criteria (Levels 2, 3 and 4)* • Examiner Assessment August-September • Site Visit October • Judges Review early December • Feedback Report December-January • Banquet and Conference February 2012 * Level 1 Applications are accepted year-round MAKE THE MOST OF ALL YOUR MOVING PARTS 8

9. Judging TNCPE Award Program Step 1Conduct self-assessment Step 2Submit application to TNCPE Step 3Examiner review & site visit Receive Feedback ReportStrengths and OFIs MAKE THE MOST OF ALL YOUR MOVING PARTS 9

10. Examiners conduct Assessments • Experienced in business, education, service, or healthcare management processes and results • Knowledgeable in quality practices and improvement strategies • Trained in a 3-day extensive preparation course • Criteria for Performance Excellence • Developing consensus • Writing feedback comments • Evaluation process • Site Visit analysis MAKE THE MOST OF ALL YOUR MOVING PARTS 10

11. On site, the Examiner team will: • Ask a lot of questions • Take a lot of notes • Review data and information • Act in a professional and responsible manner • Respect the value of information shared on-site MAKE THE MOST OF ALL YOUR MOVING PARTS 11

12. After the Site Visit • Debrief with your team; gather input and observations, and document lessons learned • identify the “critical” opportunities for improvement • develop an action plan • implement the changes and measure the results • Use your feedback report to improve • Celebrate this milestone! MAKE THE MOST OF ALL YOUR MOVING PARTS 12

13. Commitment Level 2 Achievement Level 3 Excellence Level 4 Performance Excellence Principles Commitment and practice Outstanding examples of high-performance organizations Processes Put in place some key process improvements Demonstrate significant progress in building systematic processes Exhibit processes that serve as role models for others, with some at or near “best-in-class.” Results Process improvements are directly attributable to a fact-based improvement process. Results may or may not be evident; however, a measurement system should be in place. Results for some key processes show improvement that is directly attributable to a systematic approach. Demonstrate management excellence with superior results over time, directly attributable to a systematic well-deployed approach. Practices Many practices from which other organizations can learn and grow. Outstanding examples of high-performance organizations. Serve as role models for others. Recognition Levels

14. Stair Steps to Excellence MAKE THE MOST OF ALL YOUR MOVING PARTS 14

15. Choosing the Right Level • Consider the Performance Levels • Consider the Stair Steps to Excellence • How mature is your performance management system? • What is the organization’s level of interest? • How much does it cost? MAKE THE MOST OF ALL YOUR MOVING PARTS 15

16. High Value, Low Cost $150 Intent to Apply Fee Application Fee = $150 + • Members: + $3 per FTE ($30 min.; $5,000 max.) • Non-Members: + $5 per FTE ($50 min.; $6,250 max.) Site Visit Fee: MAKE THE MOST OF ALL YOUR MOVING PARTS 16

17. Check-in • Any questions about what we just covered? • Any concerns? • Does it make sense? MAKE THE MOST OF ALL YOUR MOVING PARTS 17

18. How do I get started? Understand the Criteria Understand your organization

19. 2011-2012 Criteria Book • Table of Contents, p. iii • Criteria by category, p. 3 • Guidelines for responding, p. 29 • Category and Item Descriptions, p. 34 • Core Values, p. 49 • Glossary, p. 56 • Information about applying, p. 71 • Scoring Guidelines, pp. 68 & 69 • TNCPE Recognition-level descriptions pp. vii & viii MAKE THE MOST OF ALL YOUR MOVING PARTS 19

21. Item Format – page 29

22. Begin w/ Organizational Profile • Describes the general nature of the organization • What is relevant and important • Key factors that influence how the organization operates • Required for all TNCPE application levels • May be used by itself for initial self-assessment MAKE THE MOST OF ALL YOUR MOVING PARTS 22

24. MAKE THE MOST OF ALL YOUR MOVING PARTS 24

25. Pal’s Sudden Service P.1a (1) Pal’s product line consists of a focused group of food and beverage items with a unique flavor profile designed to meet our customers’ taste requirements. Our core menu consists of • Big Pal – a 1/3 lb. all-beef hamburger; • Hot Dog – an all-meat wiener featuring our meaty chili; • Chipped Ham – a heated deli-styled sandwich made with 96% fat-free ham; • Big Chicken – a heated deli-styled sandwich made with 96% fat-free chicken breast; • Frenchie Fries – extra-long fancy shoestring fries sprinkled with a spicy seasoned salt; • Beverages – milkshakes, freshly brewed iced tea, (32-ounce portions) and soft drinks; and • Breakfast – biscuits with country ham, sausage, and gravy. 25

26. Pal’s Sudden Service Mission Statement Delight customers in a way that creates loyalty Vision Statement To be the preferred quick-service restaurant in our market by providing: • The quickest, friendliest, most accurate service available; • An experience that delights customers; • Daily excellence in our products, services, and systems execution; • Clean, organized and sanitary facilities; • Exceptional value; and • Training and motivation to engage all employees MAKE THE MOST OF ALL YOUR MOVING PARTS 26

27. Pal’s Sudden Service Key Business Drivers(Fig. P.1-5) • Quality • Hospitality • Speed • Accuracy • Cleanliness • Value • People P.2a (2) The principal competitive factors that determine Pal’s success in our market are: • Food quality • Service speed • Total customer experience • Food and labor cost • Pricing • Staff turnover 27

28. Pal’s Sudden Service P.2b The four key strategic challenges faced by Pal’s are shown below, along with our main objectives: • Compete directly with much larger national chains that have national reputations and much larger marketing budgets (Operational). • Operate with a tight labor market (People Resource Management). • Maintain and grow market share even as new competition comes into the market (Sustainability). • Increase net profit margins as core raw costs are increasing. MAKE THE MOST OF ALL YOUR MOVING PARTS

29. Richland College links its priorities to its Strategic Challenges MAKE THE MOST OF ALL YOUR MOVING PARTS 29

30. Pal’s Sudden Service P.2c PERFORMANCE IMPROVEMENT SYSTEM Pal’s has created an environment that promotes continual improvement. Pal’s leadership supports this environment by being a role model for its systematic evaluation and improvement processes. Because of the management-led and organization-wide focus on continual improvement, major results are improving. Some key processes that support systematic evaluation and improvement are …. MAKE THE MOST OF ALL YOUR MOVING PARTS 30

31. Richland CollegePerformance Improvement System MAKE THE MOST OF ALL YOUR MOVING PARTS 31

32. Exercise Objective: Become familiar with the Organizational Profile and one technique to gather information • Consider TNCPE as the organization • By “walking the wall,” brainstorm content for each of the Organizational Profile items listed • By participating in a facilitated discussion, summarize content for each item MAKE THE MOST OF ALL YOUR MOVING PARTS 32

33. TNCPE Culture MAKE THE MOST OF ALL YOUR MOVING PARTS 33

34. Why does yourorganization exist? What are you trying to accomplish? Where are you headed? What are your guidingprinciples? What are your areas of greatest expertise?

35. Tips for getting started • Read the Criteria booklet • Begin with the Organizational Profile • Use Organizational Profile as the anchor as you draft responses for each Category • Decide on a format early in the project • Two-column, 10 pt. text is typical • MS Word, Excel, and PowerPoint work fine • Baldrige applications are great examples • Allocate pages to each category • Choose first- or third-person voice MAKE THE MOST OF ALL YOUR MOVING PARTS 35

36. Check-in • Any questions about what we just covered? • Any concerns? • Does it make sense? MAKE THE MOST OF ALL YOUR MOVING PARTS 36

37. Tools to Help along the Journey “If you always do what you’ve always did… you’ll always get what you always got.” Unknown

38. Key Concepts • Keep it Simple (KISS) • Start with your Vision and Mission • Understand “Performance Excellence” • Be honest – it’s okay where you are • It’s about improving processes – not people • Benchmark for breakthrough improvement ideas MAKE THE MOST OF ALL YOUR MOVING PARTS 38

39. Performance Excellence The term “performance excellence” refers to an integrated approach to organizational performance management that results in • delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability; • improvement of overall organizational effectiveness and capabilities; and • organizational and personal learning. The Baldrige Criteria for Performance Excellence provides a framework and an assessment tool for understanding organizational strengths and opportunities for improvement and for guiding planning efforts. MAKE THE MOST OF ALL YOUR MOVING PARTS 39

40. Exercise Objective: Given your organization’s Vision, what is your approach to Performance Excellence? MAKE THE MOST OF ALL YOUR MOVING PARTS 40

41. A Case Study MRMC Journey to Excellence

42. MRMC Baldrige Timeline • 2005 – new CEO – TNCPE Application: Interest Level • 2006 – TNCPE Level 2 • 2007 – TNCPE Level 3 • 2008 – TNCPE Level 3 • 2009 – TNCPE Level 4 • 2010 – National Baldrige Application

44. MRMC Mission: • To serve our region with clinical excellence and compassionate care. MRMC Vision: • Extraordinary People. Extraordinary Care. • Maury Regional Medical Center strives to deliver, for every patient every day, a premier and innovative health care service by combining world class outcomes within a personalized, caring environment.

45. MRMC Values • Patient-focused Provide care with love and compassion • RespectTreat everyone as we wish to be treated • Integrity Do the right thing for the right reason • Dedicated Be committed to achieving excellence • Enthusiastic Be positive and friendly

46. STRATEGIC OBJECTIVES QUALITY: Achieve best practice clinical outcomes SERVICE: Achieve excellence in patient satisfaction PEOPLE: Attract, develop and retain a highly qualified healthcare team FINANCIAL: Produce the financial resources to achieve the mission and vision GROWTH: Increase market share by providing excellent care