The ABCs: AFGE Baldrige Carey - PowerPoint PPT Presentation

Loading...

PPT – The ABCs: AFGE Baldrige Carey PowerPoint presentation | free to view - id: 51333-MWUwN



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

The ABCs: AFGE Baldrige Carey

Description:

What does Baldrige and Carey mean to AFGE? ... If it's 'Busted', Fix it. If it is broken, then repair it! If it is does not exist, build it! ... – PowerPoint PPT presentation

Number of Views:191
Avg rating:3.0/5.0
Slides: 49
Provided by: vhawrj
Category:
Tags: afge | abcs | baldrige | busted | carey

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: The ABCs: AFGE Baldrige Carey


1
The ABCsAFGE - Baldrige - Carey
  • William (B.J.) Ocker, President
  • AFGE Local 2604
  • VA Medical Center
  • White River Junction, VT

2
PURPOSE
  • What does Baldrige and Carey mean to AFGE?
  • How to integrate AFGE into the Baldrige and Carey
    process

Goal
3
Robert W. Carey Award
Highest achievement award presented to a
Department of Veterans Affairs facility Based
upon the Baldrige criteria and other VA
specific performance measures
Malcolm Baldrige Award
National award, managed by NIST, given to
businesses for excellence in their area of
expertise (healthcare, business, education) THE
BEST of the BEST
4
Malcolm Baldrige
  • The Malcolm Baldrige National Quality Award was
    created by Public Law 100-107, signed into law on
    August 20, 1987. Principal support for the
    program comes from the Foundation for the Malcolm
    Baldrige National Quality Award, established in
    1988. The Award is named for Malcolm Baldrige,
    who served as Secretary of Commerce from 1981
    until his death in 1987. His managerial
    excellence contributed to long-term improvement
    in efficiency and effectiveness of government.
  • Ref NIST.gov

5
What is the Baldrige Award?
  • Malcolm Baldrige National Quality AwardThe
    annual self-evaluation covers the following seven
    categories of criteria Leadership Strategic
    Planning Customer and Market Focus
    Information and Analysis Human Resource Focus
    Process Management Business Results Ref
    iSixSigma.com

6
Previous Winners
  • Xerox
  • Boeing Aerospace
  • AT T
  • Motorola
  • IBM
  • Ritz-Carlton
  • 3 Healthcare facilities

7
Malcolm Baldrige Award
  • For the first time in the history of the
    Baldrige Award, Two VA Organizations
  • VISN 2
  • and
  • VA Medical Center
  • White River Junction, Vermont
  • Obtained the site visit level!
  • (2 of the 4 Healthcare Facilities
  • which reached this level in 2004)

8
Robert W. Carey
  • Robert W. Carey was Director of the Veterans
    Affairs Regional Office and Insurance Center
    VAROIC in Philadelphia, PA. He died March 4,
    1990, at the age of 44.
  • The VAROIC in Philadelphia is one of the largest
    regional offices in the VA system. It is also the
    headquarters for the nationwide GI life insurance
    program which insures over 7.2 million veterans,
    service members, and reservists.
  • Mr. Carey was known for his passion for people.'

9
Robert. W. Carey Organizational Excellence Award
  • Honors VA facilities that provide a benchmark for
    other facilities to measure their performance. 
  • The award serves as a model for implementing
    innovative, effective and constantly improving
    delivery of service to Veterans.

10
Carey Award Winners
  • 2004
  • VA Medical Center
  • White River Junction, Vermont
  • Research and Development/Cooperative Studies
    Program Clinical Research Pharmacy Coordinating
    Center
  • Albuquerque, New Mexico
  • 2003
  • VA Medical Center
  • Loma Linda, California

11
Carey Award Winners
  • 2002
  • VBA Insurance Center
  • Philadelphia, Pennsylvania
  • 2001
  • VISN 2
  • Albany, New York
  • 2000
  • VA Medical Center
  • Erie, Pennsylvania
  • 1999
  • VA Medical Center
  • Grand Junction, Colorado
  • 1998
  • Denver Distribution Center
  • Denver, Colorado
  • 1997
  • James A. Haley
  • Veterans Hospital
  • Tampa, Florida

12
Carey Award Winners
  • 1996
  • National Cemetery
  • Calverton, New York
  • 1995
  • VA Domiciliary
  • White City, Oregon
  • 1994
  • VA Regional Office
  • Muskogee, Oklahoma
  • 1993
  • Samuel S. Stratton
  • VA Medical Center
  • Albany, New York
  • 1992
  • VA Regional Office Insurance Center
  • Philadelphia, Pennsylvania

13
So, what does this really mean?
  • Provides an organization a means to obtain a
    measure of performance and effectiveness in
    delivery to their customers
  • Standardized scoring process, regardless of
    organization design, size, government or
    commercial
  • Simple terms Lets you know if the good work you
    think youre doing is actually a good work!

14
But, thats not all.
  • Another key element of Baldrige is employee
    satisfaction
  • VHA All employee survey addresses how employees
    feel about their work environment
  • Recruitment and retention is also a measure of an
    organizations performance

15
Best Practices Benchmarking
  • Baldrige provides a means to document and
    acknowledge the efforts of employees
  • Constantly improving work processes
  • Seeking innovative concepts and ideas
  • Establishing best practices
  • Creating the benchmark for excellence

16
Goal Strive for Excellence
  • What is excellence?
  • How do you define excellence?
  • My definition
  • Doing the absolute best job possible, and having
    the vision to continuously make it better
  • Excellence is not permanent
  • However, striving for excellence is

17
Baldrige Category 5- Staff Focus
  • This category assesses commitment to employees
    how staff education, development, motivation, and
    work climate promote excellence while maintaining
    alignment with the mission, and vision of the
    organization.
  • In other words, does the organization support the
    employees, which in turn enriches the
    organization?

18
Baldrige Category 5- Staff Focus
  • Divided into three segments
  • 5.1- Work Systems
  • 5.2- Staff Learning and Motivation
  • 5.3- Staff Well-Being and Satisfaction

19
5.1 Work Systems
  • 5.1(a)- Organization and Management of Work
  • 5.1(b)- Staff Performance Management System
  • 5.1(c)- Recruitment and Career Progression

20
5.2 Staff Learning
  • 5.2(a)- Staff Education, Training,
    and Development
  • 5.2(b)- Motivation and Career Development

21
5.3 Staff Well-Being and Satisfaction
  • 5.3(a)- Work Environment
  • 5.3(b)- Staff Support and Satisfaction

22
oesnt this all sound familiar?
D
U
  • nions have been protecting and promoting
    employees for YEARS!!

ow do you get involved?
H
23
Starting the Process
  • Customer/Employee satisfaction is crucial
  • Cultivate a strong partnership between management
    and the union
  • Be Proactive in the process
  • Realize the importance of union involvement in a
    Baldrige program
  • Understand Baldrige is more than an award, its a
    guide for positive change

24
What if the Union/Management relationship is not
strong?
  • Part of customer service is union representation
  • Break down old paradigms
  • Resistance to change
  • US vs. THEM mentality
  • REMEMBER
  • Management
  • Union
  • Employees
  • Organization

25
If its Busted, Fix it
  • If it is broken, then repair it!
  • If it is does not exist, build it!
  • Establishing a strong partnership is similar to
    building a bridge
  • Starting at the extreme ends, joining in the
    center on completion
  • Understanding all of the components of completing
    the project

26
Bridging in to Baldrige
  • Understand the Baldrige philosophy and scoring
    criteria
  • Union and management working together on
    achieving the goals of the organization
  • Share in the success of the finished product
  • Realize excellence is NOT the objective, STRIVING
    for excellence is the catalyst

27
Types of Bridges
28
Choosing the RIGHT Bridge
  • Points to consider
  • How do you pick the RIGHT bridge for the job?
  • What are you looking for?
  • How long do you intend on using it?
  • What resources are available?

29
Picking the Type of Bridge
  • There is no one Perfect bridge !
  • Each organization needs to find the bridge that
    best fits their needs, short term, and long term

30
What are you looking for?
  • Fair and equitably distributed involvement in the
    process
  • Opportunity to provide supportive data
  • Bridge the gap between employees and
    administration

31
How long do you need it?
  • Temporary vs. Permanent
  • Short-term vs. Long-term
  • Immediate need vs. Projected need

32
What resources are available?
  • Resources are more than money!
  • Utilize the experience of all employees,
    regardless of level of authority

33
Lets build a bridge!
  • Assemble the proper tools
  • Use resources
  • Personnel
  • Facility
  • Financial
  • Data Capture
  • Customer Surveys
  • Review previous applications

34
What can go wrong?
  • Using two sets of plans
  • Unexpected changes
  • Resistance to participate

35
How do you fix the problem?
  • Communication
  • Follow Rules of Conduct
  • Open doors, not pigeon holes
  • Resolve instead of Dissolve
  • Strive for Success

36
Rules of Conduct
  • Respect each person
  • Share responsibility
  • Criticize only ideas, not people
  • Keep an open mind
  • Question and participate
  • Attend all meetings
  • Listen constructively

37
B.J.s Wheel for Success
  • Why use a wheel as an analogy?
  • Has no beginning or end
  • Revolves around an axis
  • Equitable value

38
(No Transcript)
39
Apply this concept , to the Baldrige process.
40
You Have the Wheels of Success !!
41
If you remove one spoke.
you may get by
42
Remove two and.
QUADRAD
NUTRITION SVC
PHYSICIANS
CUSTOMER
ALLIED HEALTHCARE
FINANCE
NURSING
the wheel is limited
43
Remove even more and
QUADRAD
PHYSICIANS
CUSTOMER
ALLIED HEALTHCARE
FINANCE
NURSING
the wheel is vulnerable
44
With additional stresses, increased load, or
further breakage
QUADRAD
ALLIED HEALTHCARE
PHYSICIANS
NURSING
FINANCE
failure is certain!!!
(And, where does that leave the customer?)
45
Keys to Success
  • Implementing the Baldrige criteria can not be
    effective without the following
  • Fully understand the Baldrige and Carey Process
  • Educate all employees in what Baldrige means to
    them, in their terms
  • Realize that Union Employee
  • Union and Administration must work together
    creating a solid Master Agreement and partnership
    policy is a good start!
  • If the bridge isnt there, build it! If it is
    broken, repair it!
  • Together, maintain the integrity of your bridges!

46
Keys to Success
  • Embrace the concept that all members of
    organization are valued and equitable
  • Failure to support each individual will lead to
    compromising the organization, and more
    importantly, effect the customer
  • Remember the goal is not an award, nor is it
    excellence excellence is at best temporary
  • The goal is to know where you are, have the
    vision on where you want to be, while possessing
    the motivation and ability to get there

47
References
  • Malcolm Baldrige
  • http//www.nist.gov/public_affairs/factsheet/baldf
    aqs.htm
  • http//www.isixsigma.com/dictionary/Malcolm_Baldri
    ge_National_Quality_Award-13.htm
  • Robert W. Carey
  • http//www1.va.gov/OPA/feature/vanguard/02JanFebVG
    .pdf

48
References
  • Rules of Conduct
  • http//www.umich.edu/urecord/9293/Nov16_92/13.htm
  • VA Medical Center, White River Junction web site
  • (includes Baldrige application)
  • http//vaww.visn1.med.va.gov/Templates/FacilityHom
    e.aspx?pid139
About PowerShow.com