1. Journey to “the best service experience in the nation” Joey Traywick CNA Billings Clinic

2. Our Vision By 2010, Billings Clinic will be recognized as the health care organization providing the best clinical quality, patient safety and service experience in the nation.

3. How do our patients evaluate the quality of care they receive? Information Courtesy Responsiveness

4. “ Personal Service Excellence is not just a program for better customer service, it’s part of the culture that impacts every encounter we have, every day.” Nicholas J. Wolter, MD, CEO

5. Employee Satisfaction Patient/Guest Service Business Performance Connections Opinion Poll “Cultural Themes” PSE Measurement “Benchmark” Quality Margin Market Share Journey Began in 1998... Desired Outcomes  Deliver seamless service to our customers and enhanced team spirit  Great first impression  Treat patients and guests as individuals  Exceed expectations Where To Start Awareness/Desire Critical Mass Build Infrastructure

6. Our Journey Impetus for change (inside and outside) Infrastructure: people and culture –Employee involvement (Survey, EE Board) –Clarity (min specs) –Reward and recognize (YAG Cards) Leadership Cycle of accountability Discipline and rigor

7. What We’ve Learned Attitude matters How we get along impacts our patients Little things make a big difference We all impact the patient experience

8. Patient Experience Staff Identification Environment (Cleanliness, noise) Leaving the hospital or the visit Billing Making the Appointment Parking Waiting Time Nursing Care Physician Care Pain Management

9. 9 Service Expectations Establish only those few requirements necessary to define what truly leads to great service, leave everything else open to the creative evolution of our service areas

10. 9 Service Expectations Internal Service 10 Foot Circle Positive Image No Passing Zone Personal Connection Phone Image Make A Point Personal Accountability Always Strive To Exceed Application process, new employee orientation, reward and recognition, performance evaluation

13. Employee Board A multi-disciplinary group committed to developing a highly desirable workplace that is recognized for our positive and caring spirit. We encourage excellence, personal growth, innovation, and improving our work environment.

14. Service Recovery When you recognize or encounter a patient/guest with a concern, you have a chance to turn an actual or perceived problem into a solution.

15. Questions

16. Lessons... Define “Service Excellence” for you Build Infrastructure: Critical Mass, Min-Specs, Communication, Recognition/Accountability Build Leadership Ownership “Confront the Brutal Facts” Take small steps “Walk the Talk” and be proactive Better measurement and accountability Recognition, Recognition, Recognition! “Never let-up” because it never ends

17. Benefits Clarity regarding our “brand” and culture Clarity regarding “the right people” Clarity regarding appropriate and inappropriate behaviors Behaviors to leverage dynamic collaboration Retention strategy for “A” players Sense of ownership and pride Improved appreciation of the journey

18. Service Excellence Fundamentals Leadership Ownership – Stump Speech, Rounding Defined champions – (i.e. Employee Board and Exec leadership) Clear outcomes and expected behaviors - (Desired Service Outcomes and Min Specs) Informed and skilled leaders - (Leadership development courses and behavioral expectations) Infrastructure for dialogue and fluid communication (Daily and weekly methods to connect, employee forums, Employee Board meetings) Cycle of accountability (Timely and clear methods to recognize the behaviors we seek)

19. “Excellence is an art won by training and habituation... We are what we repeatedly do. Excellence, then, is not an act but a habit.” Aristotle