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Mayo Health System: Developing 65 Points of Excellence

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Mayo Clinic. October 10, 2007 ... to Mayo Clinic this year. for highly specialized. care. Susan ... Alignment with Mayo Clinic direction. A strategy ... – PowerPoint PPT presentation

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Title: Mayo Health System: Developing 65 Points of Excellence


1
Mayo Health SystemDeveloping 65 Points of
Excellence
  • Deb Fischer
  • Mayo Clinic
  • October 10, 2007

2
Presentation Objectives
  • Baldrige National Quality Program framework
  • Mayo Health Systems journey to performance
    excellence

3
Topics
  • Susan
  • Need for a checkup
  • Baldrige National Quality framework
  • Mayo Health Systems Baldrige journey
  • What we learned
  • Implications for you

4
Meet Susan
  • She is a patient at Franciscan Skemp Healthcare
    Mayo Health System in La Crosse, WI
  • She has been a patient there for more than 20
    years, before it became a Mayo Health System
    practice

5
Susans not alone
  • Shell have at least one of our 2.5 million
    system-wide patient visits this year
  • Shell also be one of the 18,000 patients
    referred to Mayo Clinic this year for highly
    specialized care

6
Susan has a choice
  • She can choose to visit us or a competitor
    -were within miles of each other in La Crosse
  • She could also seek care at any of our 65
    locations throughout Minnesota, Iowa and
    Wisconsin, or at Mayo Clinic in Rochester

7
Barron
Cameron
Prairie Farm
Chetek
Bloomer
Glenwood
Colfax
City
Chippewa Falls
Menomonie
Eau Claire
Elmwood
New Prague
Cannon Falls
Mondovi
Osseo
Lake City
Le Sueur
Northfield
Lamberton
St. Peter
Wabasha
Waterville
Alma
Arcadia
Faribault
Springfield
Plainview
Mankato
Janesville
Galesville
Owatonna
Sparta
Tomah
Madelia
Lake Crystal
Waseca
Rochester
Holmen
Blooming
St. James
Onalaska
New Richland
Prairie
Truman
La Crescent
West Salem
Austin
Grand Meadow
Alden
Wells
Fairmont
Houston
La Crosse
MINNESOTA
Sherburn
Mabel
Kiester
LeRoy
Adams
Albert Lea
Caledonia
IOWA
Lake Mills
WISCONSIN
Decorah
Armstrong
Waukon
Charles City
Prairie du Chien
CP1199837-1
CP1199837-8
8
A chance encounter
  • Susan often travels to Mankato, MN to visit her
    son
  • During a recent visit she had a heart attack
  • Shes okay, but was surprised to learn that
    even though she was still in the system, her
    medical information wasnt readily available

9
Barron
Cameron
Chetek
Prairie Farm
Silo Thinking
Glenwood
Bloomer
City
Colfax
Chippewa Falls
Menomonie
Eau Claire
Elmwood
New Prague
Osseo
Cannon Falls
Lake City
Mondovi
Le Sueur
Northfield
Lamberton
St. Peter
Faribault
Wabasha
Waterville
Alma
Arcadia
Mankato
Plainview
Springfield
Janesville
Galesville
Owatonna
Madelia
Sparta
Tomah
Lake Crystal
Waseca
Rochester
Holmen
Blooming
St. James
Onalaska
New Richland
Prairie
Truman
La Crescent
West Salem
Austin
Grand Meadow
Alden
Fairmont
Wells
Houston
La Crosse
MINNESOTA
LeRoy
Sherburn
Adams
Albert Lea
Caledonia
Kiester
Armstrong
Mabel
IOWA
WISCONSIN
Decorah
Lake Mills
Waukon
Charles City
Prairie du Chien
CP1199837-1
CP1199837-8
10
A learning experience
  • Susan, and others like her, are one reason Mayo
    Health System chose Baldrige for system
    optimization

11
Mayo Health System 15 years
  • Merger and acquisition
  • 1992 1997
  • Structure and organizational relationships
  • 1998 2003
  • Alignment
  • 2004 2007

12
Mayo Health System
  • Pride in physician leadership
  • Enjoy local autonomy
  • Organizations are accountable for quality and
    financial performance
  • How they succeed is up to them

13
A checkup is needed
  • All health care organizations need to do
    something quick
  • Fraught with waste
  • Quality not where it should be
  • Fierce competition
  • Medicares future in doubt
  • Baby boom means fewer workers
  • Its the right thing to do

14
A checkup is needed
  • Crossing the Quality Chasm Institute of Medicine,
    2001
  • Urgent call for redesign of the American health
    care system
  • performance expectations
  • align and quality incentives
  • rules to guide relationships
  • evidence-based practice
  • information systems
  • Fundamental change isnecessary

15
How does one create and replicate Excellence in
65 locations?
16
One Option
  • Wait
  • Let others lead the way
  • Allow others (government and other payers) to
    dictate your future

17
Another OptionCreate excellence in health care
  • Know your patients
  • Align with your partners
  • Optimize all processes
  • Assess your results

Improve every aspect of your business
18
Improve every aspect of your business
  • A model clearly working in industry and now its
    working in health care

19
What is Baldrige?
  • Malcolm Baldrige National Quality Program
  • Award created by public law, 1987
  • Assessment and improvement framework
  • Criteria based
  • Leadership
  • Strategic Planning
  • Customer
  • Information management
  • Workforce
  • Process Management
  • Results

20
What Baldrige is not
  • A way for corporate to take control
  • Something that the Quality people do
  • Quick
  • A season

21
Baldrige Criteria for Performance Excellence
Systems Perspective
Strategic Planning
WorkforceFocus
Performance Results
Leadership
Process Management
Customer Focus Markets
Measurement, Analysis Knowledge Management
22
Baldrige Health Care Awards
  • 2002
  • SSM Health Care (St. Louis, MO)
  • 2003
  • Baptist Hospital, Inc. (Pensacola, FL)
  • Saint Lukes Hospital (Kansas City, MO)
  • 2004
  • Robert Wood Johnson University Hospital
    (Hamilton, NJ)
  • 2005
  • Bronson Methodist Hospital, (Kalamazoo, MI)
  • 2006
  • North Mississippi Medical Center (Tulepo, MS)

23
Minnesota Health Care Recognition
  • Winona Health
  • Allina Hospitals and
    Clinics
  • Mayo Health System
  • Benedictine Health
    System
  • Mayo Clinic Radiology
  • Mayo Clinic Cardiovascular Diseases

24
Excellence is catching on
Malcolm Baldrige Award Applicants
All sectors
Health care
25
  • Why Baldrige works for Health Care
  • Sr. Mary Jean Ryan - President/CEO, SSM Health
    Care
  • Baldrige is the best way to get better faster.
  • Frank Sardone - President/CEO, Bronson Methodist
    Hosp.
  • This Baldrige achievement places a spotlight
    on everyone at Bronson who has worked so hard to
    be the best, because it is the right thing to do
    for the patients and families we serve.

26
Baldrige will help MHS assure
  • A uniform patient experience
  • Optimized performance
  • Alignment with Mayo Clinic direction
  • A strategy-driven future
  • Clear goals / objectives linked to strategic
    priorities
  • Reliable performance measurement analysis
    systems
  • Operating strategy infrastructure to drive
    results

27
How do we do Baldrige?
  • Baldrige Health Care Criteria for Performance
    Excellence - 2007
  • Attend national / regional Baldrige conferences
  • Oversight committee seven category teams
  • Research current state to address the questions
  • Formulate responses
  • Write rewrite responses

28
How do we do Baldrige? (2)
  • Combine / edit into a written application
  • Submit to state award program
  • Site visit
  • Extensive feedback
  • Strengths
  • Opportunities for Improvement (OFI)
  • Continuously work toward addressing OFIs

29
Mayo Health System Journey
  • 2006
  • Prioritize opportunities, update MHS strategic
    plan
  • 2nd MN Quality Award application
  • 2007
  • Site visit feedback report
  • Prioritized opportunities, update MHS strategic
    improvement plan
  • 2004
  • MHS Board of Directors endorsement
  • Criteria training
  • 2005
  • 1st MN Quality Award application
  • Site visit feedback report

30
How did Mayo Health System fare?
  • Commitment
  • Early stages of implementing systematic
    approaches and obtaining results
  • Committed to promoting organizational excellence
    through self-assessment
  • Advancement
  • Demonstrate good progress in building and
    deploying systematic approaches especially in the
    leadership, strategic planning and customer focus
    areas
  • Many good results
  • Achievement
  • Generally aligned and demonstrates evaluation and
    improvement
  • Good results and trends in most areas with no
    major faults
  • Excellence
  • Refined, fully deployed, systematic approaches,
    with positive trends in all key measures and
    results
  • Well integrated and can serve as national and
    global role models

MN Council for Quality
31
2006 Executive Summary Strengths
  • Leadership physician leadership supports the
    Baldrige core value of patient-focused excellence
  • Transparency data transparency supports the
    Baldrige core value of management by fact
  • Community focus locally available health care
    and high quality align with the Baldrige core
    value of social responsibility and improved
    community health

32
2006 Executive Summary Opportunities for
Improvement
  • Leverage best practices determine and spread
    best practices across the system
  • Strategic planning lack some targets and
    performance measures making it difficult to
    achieve alignment across the system. Evaluate
    and improve the strategic planning process
  • Business and support processes need approach
    for identifying key processes, their requirements
    and measures

33
System observations
  • Rigor forces learning acknowledgement of
    strengths plus opportunities
  • Focus on PROCESS
  • Focus on RESULTS
  • Unifying experience
  • External reviewers add credibility
  • Valuable consulting

34
Personal observations
  • Hard work but worth it
  • Cannot delegate Baldrige must lead from the top
  • Communicate, communicate, communicate
  • Journey will take many years

35
Gaining momentum
  • 7 of 12 Mayo Health System organizations have
    begun a local Performance Excellence effort

36
Whats next?
  • Concentrate on key system operations
  • Consistently Manage to Baldrige no Baldrige
    Season
  • MHS Performance Report

37
External drivers
MHS Performance Report
Health Care Outcomes
Customer Outcomes
MHS Strategic Improvement Plan
Board driven
Internal drivers
Financial Market
Workforce Outcomes
what needs to get better
Process Effectiveness
Leadership Outcomes
  • Measures
  • Performance targets
  • Current levels / trends
  • Performance targets

Creates
Improves
Management driven
The Baldrige framework to manage MHS
Action Plans
  • Measures
  • Performance targets

38
Thanks to Baldrige
  • Were able to more methodically work toward
    achieving Susans vision of what Mayo Health
    System should be

39
How do YOU create and replicate excellence in
your organization?
  • How do you create dramatic change and increase
    quality?
  • Keep a focus on the customer
  • Create services and delivery based on customer
    needs
  • Manage processes
  • Are your partners or competitors pursuing
    Baldrige?

40
Questions
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