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Health Care Criteria for Performance Excellence Business Health Care Education A disciplined approach to addressing key patient/customer and stakeholder.

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Presentation on theme: "Health Care Criteria for Performance Excellence Business Health Care Education A disciplined approach to addressing key patient/customer and stakeholder."— Presentation transcript:

1 Health Care Criteria for Performance Excellence Business Health Care Education A disciplined approach to addressing key patient/customer and stakeholder requirements and key operational requirements…built around cycles of learning.

2 Master’s Seminar Malcolm Baldrige National Quality Program  Established in 1988 To restore vitality and competitiveness to products and services of U.S. Companies  Works through a public/private partnership  Demonstrated effectiveness On average, publicly traded recipients outperform the S&P 500 by 4 to 1

3 Master’s Seminar Baldrige Health Care Criteria Framework A Systems Perspective

4 Master’s Seminar Basic Goals of the Criteria  To help organizations enhance their performance through focus on: Delivery of ever-improving value to customers, contributing to marketplace success Improvement of overall organizational effectiveness and capabilities Organizational and personal learning

5 Master’s Seminar 1999 Award Recipients  STMicroelectronics, Inc.—Region Americas  BI  The Ritz-Carlton Hotel Company, LLC  Sunny Fresh Foods

6 Master’s Seminar Manufacturing Award Recipients  3M Dental Products Division (1997)  ADAC Laboratories (1996)  Armstrong Building Products Operations (1995)  AT&T Transmissions Systems Business Unit (1992)  Boeing Airlift and Tanker Programs (1998)  Cadillac Motor Car Company (1990)  Corning Telecommunications Products Division (1995)  Eastman Chemical Company (1993)

7 Master’s Seminar Manufacturing Award Recipients  IBM Rochester (1990)  Milliken and Company (1989)  Motorola, Inc. (1988)  Solar Turbines, Inc. (1998)  Solectron Corporation (1991 and 1997)  STMicroelectronics—Region Americas (1999)  Texas Instruments Defense Systems and Electronics Group (1992)  Westinghouse Commercial Nuclear Fuel Division (1988)  Xerox Business Products and Systems (1989)  Zytec Corporation (1991)

8 Master’s Seminar Service Award Recipients  AT&T Consumer Communications Services (1994)  AT&T Universal Card Services (1992)  BI (1999)  Dana Commercial Credit Corporation (1996)  Federal Express Corporation (1990)  GTE Directories Corporation (1994)  Merrill Lynch Credit Corporation (1997)  The Ritz-Carlton Hotel Company, LLC (1992 and 1999)  Xerox Business Services (1997)

9 Master’s Seminar Small Business Award Recipients  Ames Rubber Corporation (1993)  Custom Research, Inc. (1996)  Globe Metallurgical, Inc. (1988)  Granite Rock Company (1992)  Marlow Industries, Inc. (1991)  Sunny Fresh Foods (1999)  Texas Nameplate Company (1998)  Trident Precision Manufacturing, Inc. (1996)  Wainwright Industries (1994)  Wallace Company, Inc. (1990)

10 Master’s Seminar Baldrige Outperforms S&P 500  The “Baldrige Index”  Hypothetical Investment  Whole company recipients by 4.4 to 1  All recipients by 4.2 to 1

11 Master’s Seminar Baldrige Winners’ Stock Value Amount Invested Value 12/01/00 Investment Return S&P 500$50,000$136,500173% Whole Company Winners $50,000$432,000765%

12 Master’s Seminar  Baldrige Award Recipients are world-class business organizations that secure exceptional performance by addressing workforce process, safety, morale, recruitment, retention and development  Studying their practices will provide learning, guidance and direction that can be applied to improve health care organizations Project Aim

13 Master’s Seminar  Past Recipients STMicroelectronics Ritz-Carlton Hotel Co. Boeing Airlift & Tanker Programs Merrill Lynch Credit Corp. Solectron Corp. 3M Dental Products Division  2000 Award Recipients Dana-Spicer Driveshaft Karlee Co. Operations Management International Los Alamos National Bank Companies Researched

14 Master’s Seminar Baldrige Health Care Criteria Framework A Systems Perspective

15 Master’s Seminar Staff Focus

16 Master’s Seminar Category 5: Staff Focus  Three broad areas of staff management and improvement Work systems Staff education, training and development Staff well-being and satisfaction

17 Master’s Seminar Staff Focus

18 Master’s Seminar Summary of Findings  These organizations are intentional Leaders recognize HR practices are fundamental source of bottom-line success Nothing is left to chance Leaders love their employees

19 Master’s Seminar Summary of Findings  The role of HR is to Deliver skilled and empowered employees operating in an exceptional environment of pride and joy.

20 Master’s Seminar Findings, cont.  These organizations believe in their people Employee satisfaction  customer satisfaction Communicate clear expectations linking daily work to company strategies and goals Staff closest to the action makes decisions Ask “What do you think?” and pay attention

21 Master’s Seminar 5 Things Employees Want (assuming competitive compensation) 1.Open communication 2.Consideration of how work affects personal and family life 3.Knowledge that “I” make a difference 4.Quality leadership 5.Quality direct supervision

22 Master’s Seminar Findings, cont.  These companies measure performance, use the information for decisions and empower staff to monitor and correct its own actions They share information They share authority

23 Master’s Seminar Findings, cont.  These organizations use teams as their fundamental approach to work and design  Improvement is the work of the organization

24 Master’s Seminar Findings, cont.  Leaders delineate leadership roles and responsibilities that Model attributes and behaviors (“live the life”) Commit their own energy Grow and develop staff Empower staff through education Coach people at all levels Keep promises they make Set expectations of alignment and demand they be met

25 Master’s Seminar More Findings  You can’t fake it Working under these principles wills that every leader will have to change something Delegate authority along with responsibility Put real money where your mouth is

26 Master’s Seminar Work Design  Supervisors need to know how to coach  Employees must be honestly represented  Communicate both the positive and the negative  Flatten the organization But remember that some mid-management will be needed

27 Master’s Seminar Education and Development  Link targets for training hours to organizational goals with learning objectives  Devise means to learn from improvement within the organization  Learning must be actionable to have value

28 Master’s Seminar Well-Being and the Environment  Respond to the real issues faced by employees Quality of life matters to everyone at all levels  Engage employees in real improvement  Respond to bad news  Treat employees with the respect they deserve— and make sure everyone follows suit

29 Master’s Seminar Conclusions  See HR as an investment, not an expense  The HR ROI is a function of how employees are selected, oriented, trained, certified, reinforced and managed.

30 Master’s Seminar It is So Easy… It is so easy—it is frighteningly easy—to forget why we are troubling ourselves in the very first place. It is so easy—it is frighteningly easy—to become trapped in a sterile thesis that our institutions must survive simply because they must survive or that our true deep purpose is to gain and preserve market share in a vacant terrain of others whose purpose is precisely the same. It is easy to believe that our habits of work are somehow valid and worth defending in isolation from the reason for that work to exist in the first place. The work is not there in the first place. In the first place, there is the patient...

31 Master’s Seminar The Patient Who Says… Tell me what you know right away Answer me Comfort me Don’t make me wait Don’t waste my time Don’t frighten me

32 Master’s Seminar The Patient Who Says… Help me live Donald M. Berwick, M.D.


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