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Baldrige National Quality Program 2007 Baldrige: A Roadmap for Patient Safety and Quality Improvement Harry S. Hertz August 22, 2007 l What Is Baldrige?

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Presentation on theme: "Baldrige National Quality Program 2007 Baldrige: A Roadmap for Patient Safety and Quality Improvement Harry S. Hertz August 22, 2007 l What Is Baldrige?"— Presentation transcript:

1 Baldrige National Quality Program 2007 Baldrige: A Roadmap for Patient Safety and Quality Improvement Harry S. Hertz August 22, 2007 l What Is Baldrige? l Why Baldrige? l Lessons Learned & Results l Next Steps

2 Baldrige National Quality Program 2007 What Are the Baldrige Criteria? l A set of expectations or requirements l A structured approach to performance improvement l A framework for a systems view of performance management

3 Baldrige National Quality Program 2007 Basic Goals of the Criteria l delivery of ever-improving value to patients, other customers, and stakeholders, contributing to improved health care quality and organizational sustainability l improvement of overall organizational effectiveness and capabilities l organizational and personal learning ………performance excellence To help organizations enhance their performance by focusing on

4 Baldrige National Quality Program 2007 Criteria Purposes l To help improve organizational performance practices, capabilities, and results l To facilitate communication and sharing of best practices l To serve as a tool for understanding and managing performance

5 Baldrige National Quality Program 2007 Baldrige Health Care Criteria Framework: A Systems Perspective

6 Baldrige National Quality Program 2007

7 Beginning the Journey Organization Situation: Recognized Crisis: Location: Reason for Baldrige: A&T PROGRAMS Manufacturing Troubled Yes Primarily One Turnaround AEROSPACE SUPPORT Service New/Emerging No Geographically Dispersed Improvement

8 Saint Lukes Hospital Sustaining Performance Excellence Leadership drives and sustains the processLeadership drives and sustains the process Leadership at all levels is importantLeadership at all levels is important More difficult to change the culture than to learn the toolsMore difficult to change the culture than to learn the tools Valuable team building experienceValuable team building experience Trust is extremely importantTrust is extremely important Lessons Learned

9 There are no quick fixesThere are no quick fixes Must always focus on the customerMust always focus on the customer Should never be satisfied with the present level of qualityShould never be satisfied with the present level of quality Decisions must be driven by data and compared to bestDecisions must be driven by data and compared to best Employees make it happen!Employees make it happen! Lessons Learned Saint Lukes Hospital Sustaining Performance Excellence

10 Baldrige National Quality Program 2007 Lessons Learned by Education and Health Care l Baldrige is a systems perspective l Self-assessment facilitates learning l Measurements and data are critical l Baldrige focuses on results and outcomes l Organizational silos are pervasive l Need to improve internal communication

11 Baldrige National Quality Program 2007 Lessons Learned by Education and Health Care (cont.) l Many activities, few processes -What is not the same as how l The customer concept is challenging l Improvement is the goal l The process itself is educational

12 Baldrige National Quality Program 2007 Bronson Methodist Hospital: Cardiac Services % Market Share

13 Baldrige National Quality Program 2007 BHI: Results

14 Baldrige National Quality Program 2007 Organizational Knowledge Baptist Daily Modeled after Ritz Carlton best practice Began in 2001 Evolved into facility- specific

15 Baldrige National Quality Program 2007

16 Baldrige National Quality Program 2007 Baldrige Role Model Characteristics: l Visionary Leadership Guidance (1.1) l Process Drive (6.1) l Customer and Market Knowledge (3.1)

17 Baldrige National Quality Program 2007 Early Adopters: l Process Driven (6.1) l High Performance Work Systems (5.1) l Customer and Market Knowledge (3.1) l Visionary Leadership Guidance (1.1)

18 Baldrige National Quality Program 2007 The next time I go to a hospital, Id rather see a Baldrige Award on the wall than a Harvard diploma. Harvey Mackay Source: Minneapolis Star Tribune 4/6/95 Harvard

19 Baldrige National Quality Program 2007 Next Steps l Organizational Profile l Are We Making Progress (as Leaders)?

20 Baldrige National Quality Program 2007 Organizational Profile l Purpose: - Describe what is relevant and important - Ensure common understanding - Guide selection of information/data - Identify gaps/lack of deployment - Serve as first Baldrige assessment

21 Baldrige National Quality Program 2007 Organizational Profile l Organizational Description –Organizational Environment –Organizational Relationships l Organizational Challenges –Competitive Environment –Strategic Challenges –Performance Improvement System

22 Baldrige National Quality Program 2007 Are We Making Progress? Are We Making Progress as Leaders? l Employee (Leadership Team) Questionnaires l Seven Category Framework l 40 Statements, 5-Point Scale l Compare Results l Focus Improvement and Communication for Your Organization

23 Baldrige National Quality Program 2007 Organizational Profile and Are We Making Progress (as Leaders)? l Do you know the answer? l Would your organizational colleagues give the same answer?

24 Baldrige National Quality Program 2007 Resources for More Information l Most Baldrige National Quality Program (BNQP) documents are available both in hard copy and on the BNQP Web site. l To obtain these documents, call (301) or visit

25 Baldrige National Quality Program 2007 Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better. Sydney J. Harris


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