Loading in 2 Seconds...
Loading in 2 Seconds...
From Good to Great. Service Excellence University of Missouri Health Care September 1, 2005. The charge for University of Missouri Health Care is to move from a good organization to a great one . We HAVE a sense of urgency to do this.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
University of Missouri Health Care
September 1, 2005
We HAVE a sense of urgency to do this.
This commitment requires people to change.
The journey to excellence begins with a firm and measurable commitment from EVERYONE.We no longer want to be good. Our goal is to be Grrrreat!
There is no ‘THEY’
As part of a land-grant university, University of Missouri Health Care’s core mission is to provide education, research and service to the residents of Missouri with an emphasis on the needs of rural Missouri.
To offer programs of unsurpassed excellence that will be integrated into a highly efficient, fiscally sound, professionally outstanding, service oriented health system that is unified in a common purpose to be one of the premier comprehensive academic health systems in the nation.
Quality.We believe in quality – quality in the patient care we deliver and the people we hire.
Efficiency.Our goal is to provide the highest quality care at the lowest possible price.
Caring Attitude.We care about the people who come here, whether they are patients or visitors. We treat them with courtesy and respect.
Participation. We encourage and depend on our staff to help us guide this organization. Their guidance is accomplished by participating in elected and appointed committees and task forces.
We identified six Columns of Excellence to provide the foundation for setting goals and direction for service and organizational excellence at University of Missouri Health Care
GrowthSystem Approach to Columns
Key Clinical Indicator Review
Reduction of Patient Falls
Turnover – First 90 Days
Employee Satisfaction & Retention
Employee Evaluation Completion
Operating Margin (MTD/YTD)
New Patient Volume Growth
GrowthFacility Approach to Columns
Key Clinical Indictors – results for the org
Reward & Recognize leaders
Reward & Recognize staff
Upcoming hospital celebrations
Specific Service line growth
Reward & Recognize leaders of areas scoring well
Standard of the Month Celebration
GrowthDepartment Approach to Columns
Dept Patient Satisfaction
What we have improved
Where we need to focus
Ideas from staff
Dept Quality Indicators
R&R improved areas
Key action steps for staff to take next 30 days
New tools & equipment
Introduce new employees
New Tools & Equipment
Upcoming training activities
Reward & Recognition
Dept supply costs
Key actions for staff to take next 30 days
Hospital/Dept financial performance YTD
Hospital growth YTD
Ben Atwell Shanna Baldridge
Karen Broz Dr Robert Bynum
Dave Geiger Marty Hausman
Michel Hayes Craig Hosey
Pam Mulholland Karen Scott Kay Steward
Purpose : To create the foundation of our culture of Service Excellence
Goals: We asked ourselves : What kind of behaviors do we need to become a culture of excellence for patients, staff, and physicians?
The answer: The Standards of Performance
A traveling carnival : UH, CRH, EFCC, QD
Standard of the Month
Pete Ackerman, MD Marty McCormick
Karen Calhoun, MD David Mountjoy
Steve Calloway, RPh Sue Scott, RN
Kevin Dellsperger, MD Tom Selva, MD
Jessica Hardy Beth Van Hove
Nancy Jones, RN Jennifer Wallace, RN
Melissa Lyons, M3 Andrew Wheeler, M3
Dennis McGowan Mary Williamson, RN
Responsible for “wowing” physicians and improving the level of service to them and their patients
Addressing Patient Care Made Easier will improve physician, staff and patient satisfaction levels
Anissa Leaseburg Mindy Cherrington
Lezlie Dahlke Linda Davis
Gayla Maier Ramonna McKinzie
Theresa Nation Brenda Quinlan
Carey Smith Randy Wade
Angela Waller David Wiss
Implement programs and opportunities to help employees feel they are doing meaningful, purposeful and worthwhile work
To make UMHC the “destination employer”, not a stepping stone
Our projects will focus on system wide policies, procedures and programs that can be implemented to make UMHC an Employer of Choice. Future recommendations:
Kim Bass Amy Camp
Karen Cox Rachel Haverstick
Christine Heath Bruce Horwitz
Will Kiehl Manuel Navarro
Michele Schutte David Sohl
Current and future projects/actions:
Five Best - Employee Satisfaction
Data Processing, TSS/ITS
Anita Beall Susan Lee
Kim Brucks Velma Moore
Lorna Carver Carol Nierling
Karen Harris Dan Smith
Candace Hawkes Tracie Wideman
Mickie Kummer Amanda Wood
Cindy Alverson Freese Clay Anderson, M.D.
Jennifer Coffman Rosemary Frank
Janice Gartman Paula Heaviland
Mary Jenkins Julie McKay
Scott Stever Susan Straatmann
Tina Taylor Carol Wilhite
To encourage and facilitate open, truthful and timely communication using a wide variety of communication sources
Six principles should guide all communication
Be an active listener
Step one:Place one public communication board in each of the seven major facilities, including:
Step two:Place one department-specific communication board in every department within University of Missouri Health Care
Public Communication Boards will contain:
System-wide and facility-specific Communication that falls under one of the six columns of Service Excellence
Department Communication Boards will contain:
Department-specific information that falls under one of the six columns of Service Excellence
Training for Managers:
Cascade learning on how to hold staff meetings
Help other teams construct communication plans for disseminating information about their programs, plans, progress and people
Kevin Anderson Barb Brucks
Karen Calhoun, MD Carol Clark
Justin Delap Deborah Harvey
Louise Harvey Ron Hausheer
Sarah Knoerr Cheryl Kyle
Jane Nelson Kym Pieper
Catherine Price Wayne Richards
Deneal Sullivan Ceresa Ward
Impact staff, physician and patient satisfaction by:
“Compensation is a right; Recognition is a gift.”
- Rosaveth Moss Kanter -
Making This Work
“Never underestimate the difference you can make!”
- Quint Studer -
Kevin Anderson Kim Bass
Lynne Hedrick Susan Heimsoth
Linda Lightfoot Juni Muhota
LuAnn Tandy Ceresa Ward
Your Participation is Requested
For our organization to go from good to great, we must have great leaders who
Communication and Training
Consistent basic message with ability to meet departmental needs
Satisfied employees do a better job. To increase employee satisfaction, we use a process called “rounding for outcomes” involving senior leadership and department managers.
Information will be used to improve the environment.
When managers make rounds with purpose, they ask:
A sense of ownership in the organization, builds individual accountability. Ways to create a sense of ownership and accountability include:
Communication is key to our success. We will employ the following measures to achieve improvement:
We want to duplicate positive behavior.
“First, you have to get the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then you figure out where to drive it.”- Jim Collins - Author of “Good to Great”
Our actions speak much more clearly than our words…
“We are not in the health care business – we are in the life enhancement business.”
- Timothy Jarm -
President /CEO Jewish Hospital
“A journey of a thousand miles begins with a single step.”
- Confucius -