“Soaring to New Heights” Journey Highlights

AnMed Health History Officially opened in 1908 –Jennie Gilmer founder –25 Beds Today –South Carolina’s largest independent not-for-profit health system –578 Licensed Beds –3400 staff members

Facilities Medical Center Campus –461 Bed Acute Care Facility –Level II Trauma Center

Facilities North Campus –72 Bed Women’s and Children’s Hospital Level II Nursery –Cancer Center –Oglesby Center Outpatient Diagnostic & Testing AnMed Health Family Medicine Residency Physician office complex

AnMed Health Rehabilitation Hospital 45 Bed Acute Rehab Hospital Joint Venture with HealthSouth 2009 and 2010 #1 Hospital in the US

Our Mission The mission of AnMed Health is to passionately blend the art of caring with the science of medicine to optimize the health of our patients, staff and community.

Our Vision Our vision is to be recognized and celebrated as the gold standard for healthcare quality and community health improvement.

Building Blocks 1.Exercising a Passion for Serving Others 2.Exceeding Expectations 3.Pursuing Excellence and Quality 4.Fostering a Nurturing Culture 5.Living a Culture of “Yes” 6.Benefiting the Community 7.Practicing Financial Responsibility 8.Maintaining High Standards 9.Embracing “Differentiology” 10.Living the Credo….”We’re in This Together”

Highlights from our Journey……

Organizational Approach Conduct “Gap Analysis” to the Baldrige criteria - South Carolina Governor's Quality Award Utilize feedback to drive further organizational improvements

Lessons learned along the way….. Involvement from across the organization --teamwork Take time to fully understand the criteria and terminology Criteria focuses on the relationship between people, processes and results Application process created “self learning” environment Difficult to tell your story with results in 50 pages

Examples of “Gold Standard Results”

Acute Myocardial Infarction Care Comparative data highlighted opportunity for improvement Strategic plan objective for improvement Multidisciplinary team structure Use of data and information to analyze process and make improvements Sharing of results and methods with others

Key Results

Surgical Assessment Process Voice of the customer & stakeholders highlighted need for improvement New facility – old process Strategic Plan objective for improvement Lean methods utilized to facilitate change – staff involvement Sustainable results (win-win scenario)

Key Accomplishment: Changed Flow and Layout of Process Area Pre-Event Spaghetti Diagram The SAC Kaizen Team

1,100 Sq Ft Final Spaghetti Diagram Key Accomplishment: Changed Flow and Layout of Process Area The SAC Kaizen Team Reduced walking per year: RN – 86.5 Miles Reg – Miles EKG/ Lab – Miles

The SAC Kaizen Team 100 % below goal since Kaizen in Aug 2009

The Journey Continues… Utilization of feedback report to further improve as an organization –Share results –Develop action plans as appropriate –Involvement of staff

In Summary…….

“Soaring to New Heights” Journey Highlights