slide1 l.
Skip this Video
Loading SlideShow in 5 Seconds..
AHCA Quality Symposium St. Louis, Missouri February 6, 2009 PowerPoint Presentation
Download Presentation
AHCA Quality Symposium St. Louis, Missouri February 6, 2009

Loading in 2 Seconds...

play fullscreen
1 / 26

AHCA Quality Symposium St. Louis, Missouri February 6, 2009 - PowerPoint PPT Presentation

  • Uploaded on

Sustaining The Gain. AHCA Quality Symposium St. Louis, Missouri February 6, 2009. from Tom Peters:. “Excellent firms don’t believe in excellence – only in constant improvement and constant change.” In Search of Excellence: Lessons From America’s Best Run Companies. The Human Factor.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'AHCA Quality Symposium St. Louis, Missouri February 6, 2009' - magee

An Image/Link below is provided (as is) to download presentation

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.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

Sustaining The Gain


Quality Symposium

St. Louis, Missouri

February 6, 2009

from tom peters
from Tom Peters:

“Excellent firms don’t believe in excellence – only in constant improvement and constant change.”

In Search of Excellence: Lessons From America’s Best Run Companies

the human factor
The Human Factor
  • Quality does not improve on its own
  • People tend to look at people when things go wrong(94% of problems are related to systems)
  • People tend to jump to solutions
  • People forget to check if their solutions worked
models to model
Models to Model
  • Models that provide a framework for organizational quality:
    • International Organizations for Standardization ISO 9001
    • Malcolm Baldridge National Quality Award
  • Models that provide methods for improving quality processes:
    • The Deming System (PDCA/PDSA)
    • Toyota Production System (LEAN/Just in Time)
    • Six Sigma (Eliminate Defects) (5 Whys)

I Only Know

What I Know

our challenges
Our Challenges
  • Silos
  • Data
  • Processes
  • Vertical, Horizontal
  • Not my Job
  • Learning to Integrate
  • Voicing Expectations
  • Too Little/Too Much…
  • Too Confusing!

How Do I…

Acquire, Present, Use, Crunch, Understand, Validate, Compare…?


Why? (Why, Why, Why, Why?)







Our Journey


  • Critical to Quality Attributes
  • PDCA
processes sipoc
Processes - SIPOC


The individuals or groups that have a vested interest in the performance of the process but do not define the requirements of the outputs.

Process Name: the working name of the process





The things necessary to perform the value-added tasks of the process.

The products or services that the process delivers.

The individuals or groups who receive the outputs of the process; they do define the requirements of the outputs.

The individuals or groups that provide the inputs for the process.

t (start): the most significant starting or triggering event that starts the process

t (done): the most significant completion event of the process cycle

Process Owner: The person who is responsible for the goodness of the process irrespective of whether they own all of the resources performing the process

Process Performers:

The individuals or groups who perform the value adding tasks in the process.

Key Performance Measures: The measures used to determine the “goodness” of the performance of the process; i.e., quality, cost, cycle time, satisfaction, value.

Process frequency (volume): The rate of repetition of the process; i.e., how often the process occurs

  • Developed In House “Experts”
  • Analysis and Presentation tools – using Excel
  • More Vigorous Search for Valid Comparison Data Sources
departmental quality plans
Departmental Quality Plans
  • Indicators
    • High Volume
    • High Risk
    • Problem Prone
    • Sentinel
  • Thresholds
  • Action Plans
    • Quarterly Plans, IDT Plans

Sustaining the Gain

Can It Be Done


20 leaders said
20 Leaders Said:

An impromptu ask, 2 responses each:

  • Leadership: 7 responses
  • Strategy: 6 responses
  • Work Force: 8 responses
  • Customer Focus: 7 responses
  • Process: 12 responses
  • Our leaders challenge us to strive for excellence
  • Leaders do what they need to do, no one waits to be told what to do
  • Our different styles of leadership work well together
  • We want to follow our leaders
  • High Accountability Factor
  • We follow our plan
  • We take time out to plan our future
  • We think outside the box
  • We plan our role as a facility, and for our community.
  • We have a balanced plan
work force
Work Force
  • Our staff “get” and live out our Mission and Values
  • What we do, we are all doing well
  • We work well together
  • We all get after ourselves when things slip, we don’t hide problems, or wait for someone to point out problems
customer focus
Customer Focus
  • Everyone comes together for what our residents want and need
  • Every Resident is an Individual
  • We look at residents’ quality of life holistically, not just medically
  • We know whose home this is, and everyone works together to respond to what our residents’ want and need
  • Our processes work – we are proactive instead of reactive
  • We look for problems to fix, and not wait until they become “real” problems
  • A well oiled machine – each department does their job well
  • We challenge the normal acceptable standard, to make our own high standards
results over time
Results – Over Time
  • Health Care: 5 of 5 still excellent results
    • 4 of 5, no longer on “the radar”
  • Customer: 7 of 7 still excellent
  • Finance/Market: 10 of 10 still excellent
  • Work Force: 4 of 5 still excellent
  • Organization Effectiveness: 3 of 3 excellent
  • Governance/Social Responsibility: 9 of 9 still excellent

Thank You!


Jon Frantsvog, Administrator/CEO

St. Benedict’s Health Center

& Benedict Court

851 4th Avenue East

Dickinson, ND 58601

701 456 7305