Harry S. Hertz June, 11, 2007

Transkript

1 Using Baldrige to Build High Reliability Organizations Harry S. Hertz June, 11, 2007 What Is Baldrige? Why Baldrige? Lessons Learned & Results Next Steps

2 The Criteria for Performance Excellence Are the foundation of the Baldrige National Quality Program Define performance excellence Are globally recognized Can be used by diverse organizations

3 What Are the Criteria? A set of expectations or requirements A structured approach to performance improvement A framework for a systems view of performance management

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

5 Criteria Purposes To help improve organizational performance practices, capabilities, and results To facilitate communication and sharing of best practices To serve as a tool for understanding and managing performance

6 Baldrige Health Care Criteria Framework: A Systems Perspective

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

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

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

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

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

12 #1 Lesson Learned by Leadership (SSM Health Care) 1. Leadership is not seeing which way the parade is moving and running to the front. - Leadership is getting people from where they are to where they have not been. Henry Kissinger

13 Bama: Customer & Market Focus

14 RWJ: Customer & Market Focus Beyond Satisfaction Customer Loyalty Employees: Circles On-line benefits CHW discounts Bonus programs Employee Sat. Committee Patients: Greeters Free TV and phone Food on demand Integrative therapy Hearts Apart Comfort in clothing Community: CHW Family Giving Soup kitchen CAB Education Health Fairs

15 Baldrige National Quality Program 2007 Monfort College of Business: Results Ten Years of Improvement in 24 percentile Learning Performance MCB ETS Overall Performance MCB ETS Overall Performance percentile increase in 11 years Percentile increase in 11 years MCB Percentile National Mean Top 10% MCB Trend

16 2007 Baldrige National Quality Program Monfort College of Business: Results RECRUITS NEW STAFF STUDENTS ALUMNI FINANCIAL PROGRAM RESOURCES REPUTATION FACILITIES/ TECHNOLOGY MCB Parent Survey (2004) Comparing Expense of Education Quality, Rate the Value of Investment Made in UG Business Degree MCB Top 2.5% U.S. Mean (2004) Top 10% (2004) Linear (MCB) MCB Parent Survey (2004) Question As compared with other business programs in Colorado, MCB provides a good value in business education. Strongly Agree or Agree 94% EMPLOYERS MCB as a Value Leader CURRICULUM/ EXTRA-CURRICULAR ACTIVITIES FACULTY

17 Bronson Methodist Hospital: Cardiac Services % Market Share Jan- Sept 2005 BMH Competitor

18 BHI: Results

19 Organizational Knowledge Baptist Daily Modeled after Ritz Carlton best practice Began in 2001 Evolved into facilityspecific

20 Next Steps Organizational Profile Are We Making Progress (as Leaders)?

21 Organizational Profile 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

22 Organizational Profile Organizational Description Organizational Environment Organizational Relationships Organizational Challenges Competitive Environment Strategic Challenges Performance Improvement System

23 Organizational Profile Do you know the answer? Would your organizational colleagues give the same answer?

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

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

26 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