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Competitive Organizational Excellence

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Title: Competitive Organizational Excellence


1
Competitive Organizational Excellence
  • Kathy Grimes
  • Director of Operations, SLS
  • Service Excellence
  • Thompson Health, Canandaigua, NY

2
Learning Outcomes
  • Learn the characteristics of winning
    organizations in seven categories of
    organizational operations.
  • Access and use practical resources that can help
    the organization determine current levels of
    organizational excellence and reveal feasible
    next steps.
  • Use two Baldrige-based tools to track
    organizational progress.

3
Seven Categories of the Health Care Criteria
  • Leadership
  • Strategic Planning
  • Focus on Patients, Other Customers, and Markets
  • Measurement, Analysis, and Knowledge Management
  • Workforce Focus
  • Process Management
  • Results

4
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5
Core Values and Concepts
  • Visionary Leadership
  • Patient-Focused Excellence
  • Organizational and Personal Learning
  • Valuing Workforce Members and Partners
  • Agility
  • Focus on the Future
  • Managing for Innovation
  • Management by Fact
  • Social Responsibility and Community Health
  • Focus on Results and Creating Value
  • Systems Perspective

6
Baldrige Health Care Criteria Framework A
Systems Perspective
7
Item Format
8
Steps Toward Mature Processes
9
Organizational Profile
  • P.1 Organizational Description
  • P.2 Organizational Challenges
  • Starting point for self-assessment and
    application preparation
  • Basis for early action planning

10
Category Point Values
  • Leadership 120
  • Strategic Planning 85
  • Focus on Patients, Other
  • Customers,and Markets 85
  • Measurement, Analysis, Knowledge Management
    90
  • Workforce Focus 85
  • Process Management 85
  • Results 450
  • TOTAL POINTS 1,000

11
Category 1 Leadership (120 pts.)
Addresses Senior Leaders Roles, Governance, and
Citizenship 1.1 Senior Leadership (70
pts.) 1.2 Governance and Social
Responsibilities (50 pts.)
12
Category 2 Strategic Planning (85 pts.)
Addresses Strategic and Action Planning and
Deployment of Plans 2.1 Strategy Development
(40 pts.) 2.2 Strategy Deployment (45 pts.)
13
Category 3 Focus on Patients, Other Customers,
and Markets (85 pts.)
Addresses How an Organization Seeks Knowledge,
Satisfaction Loyalty of Customers 3.1
Patient, Other Customer, and Health Care Market
Knowledge (40 pts.) 3.2 Patient
and Other Customer Relationships and
Satisfaction (45 pts.)
14
Category 4 Measurement, Analysis, and Knowledge
Management (90 pts.)
Addresses Analysis, Review, and
Improvement of Organizational Performance and
Management of Data, Knowledge, and Information
Resources 4.1 Measurement, Analysis, and
Improvement of Organizational Performance
(45 pts.) 4.2 Management of Information,
Information Technology, and Knowledge (45
pts.)
15
Category 5 Workforce Focus (85 pts.)
Addresses How an Organization Engages, Develops,
and Manages Its Workforce and Buildsan Effective
Workforce Environment 5.1 Workforce Engagement
(45 pts.) 5.2 Workforce Environment (40 pts.)
16
Category 6 Process Management (85 pts.)
Addresses How an Organization Designs Its
Work Systems, Prepares for Emergencies, and
Manages and Improves Its Work Processes
6.1 Work Systems Design (35 pts.) 6.2
Work Process Management and Improvement (50
pts.)
17
Category 7 Results (450 pts.)
Addresses an Organizations Performance and
Improvement in Key Areas and Includes Current
Performance Levels, Trends, and Comparative
Data 7.1 Health Care Outcomes (100 pts.) 7.2
Patient Other Customer-Focused Outcomes (70
pts.) 7.3 Financial and Market Outcomes (70
pts.) 7.4 Workforce-Focused Outcomes (70
pts.) 7.5 Process Effectiveness Outcomes (70
pts.) 7.6 Leadership Outcomes (70 pts.)
18
Baldrige Ranks Among Best Leadership Programs
  • Recognized by Leadership Excellence magazine in
    2007
  • Placed in top-ten government/leadership programs
  • Based on survey responses, interviews, and site
    visits
  • Ranked on seven criteria

19
Program Participants
  • 72 Award recipients (76 Awards)
  • 1,223 Baldrige Award applications
  • More than 4,975 trained Examiners
  • Widespread participation
  • Private-sector contributions provide over 90 of
    Program support

20
Award Recipients Contributions
  • Increase competitiveness of U.S. organizations
  • Give presentations to all sectors
  • Give presentations at The Quest for Excellence
    and the regional conferences
  • Influence customers/suppliers
  • Host seminars and workshops
  • Write articles

21
Award Recipients Results
  • The 2007 Award recipients report dramatic results
    from their investment in performance excellence.

22
What Is the Baldrige National Quality Program?
  • Operates as a public-private partnership
  • Manages the Malcolm Baldrige National Quality
    Award
  • Provides global leadership in promoting
    performance excellence
  • Disseminates information

23
Baldrige Ranks Among Best Leadership Programs
  • Recognized by Leadership Excellence magazine in
    2007
  • Placed in top-ten government/leadership programs
  • Based on survey responses, interviews, and site
    visits
  • Ranked on seven criteria

24
State, Regional, and Local Programs
  • National coverage
  • A feeder system
  • Leveraging the national program

25
States With State or Local Award Programs
Note Five states have more than one quality
award program.
26
2007 State, Regional, and Local Program Statistics
  • 36 active state programs and 5 active
    local/regional programs in 41 states
  • Received 245 award applications
  • Trained 2,585 Examiners
  • 31 recipients earned the highest level award in
    their states
  • Based on data from 36 states that report
    through the Alliance for Performance Excellence

27
Health Care Award Recipients
  • Baptist Hospital, Inc. (2003)
  • Bronson Methodist Hospital (2005)
  • Mercy Health System (2007)
  • North Mississippi Medical Center (2006)
  • Robert Wood Johnson University Hospital Hamilton
    (2004)
  • Saint Lukes Hospital of Kansas City (2003)
  • Sharp HealthCare (2007)
  • SSM Health Care (2002)

28
Award Process Calendar
  • March Early eligibility certification
  • April Eligibility certification
  • May Award applications due
  • JuneNovember Applications reviewed
  • November Award recipients announced
  • WinterSpring Award Ceremony
  • March or April The Quest for Excellence
    Conference

29
Award Process Review Cycle
30
What Is the History of the Program?
  • The Malcolm Baldrige National Quality Improvement
    Act of 1987, Public Law 100-107
  • Created Award Program to
  • identify/recognize role model businesses
  • establish criteria for evaluating improvement
    efforts
  • disseminate/share best practices
  • Expanded to health care and education (1998)
  • Expanded to nonprofit sector (2005)

31
Who Are the Baldrige Partners?
Department of Commerce
Foundation for the Malcolm Baldrige National
Quality Award
Board of Overseers
National Institute of Standards and Technology
Baldrige Award Recipients
  • Board of Examiners
  • Judges
  • Senior Examiners
  • Examiners

Contractor ASQ
  • Cooperating Organizations
  • Alliance for Performance Excellence
  • Professional Societies
  • Trade Associations
  • State and Local Programs

32
What Is Performance Excellence?
  • An integrated approach to organizational
    performance management that results in
  • delivery of ever-improving value to customers and
    stakeholders, contributing to organizational
    sustainability
  • improvement of overall organizational
    effectiveness and capabilities
  • organizational and personal learning.

33
Who Are the 2007 Baldrige Award Recipients?
  • PRO-TEC Coating Company, Leipsic, Ohio (small
    business)
  • Mercy Health System, Janesville, Wisconsin
    (health care)
  • Sharp HealthCare, San Diego, California (health
    care)
  • City of Coral Springs, Florida (nonprofit)
  • U.S. Army Armament Research, Development, and
    Engineering Center, Picatinny, New Jersey
    (nonprofit)

34
What Has the Baldrige Program Achieved?
  • Created a national and international standard
  • Produced role models
  • Generated award programs
  • Raised U.S. competitiveness
  • Established outreach and education systems

35
Time Commitment by Members of the Board of
Examiners
  • Training prework (about 4060 hours)
  • Training (34 days)
  • Independent Review (about 3545 hours)
  • Consensus Review (about 2535 hours)
  • Site Visit (about 1020 hours preparation 57
    days on site)

36
Why Examiners Participate
  • Increase learning
  • Network with peers
  • Review leading organizations
  • Contribute to the nation

37
Code of Ethical Conduct
  • Purpose
  • Confidentiality
  • Avoidance of conflict of interest
  • Independent evaluation and scoring
  • Examiner status not for personal gain
  • Five-year rule

38
http//www.baldrige.gov/Word_files/2008_Optional_W
orksheet_HC.doc
  • Self Analysis Worksheet

39
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40
Measuring Progress
  • Levels
  • The term levels refers to numerical information
    that
  • places or positions an organizations results and
    performance
  • on a meaningful measurement scale. Performance
    levels
  • permit evaluation relative to past performance,
    projections,
  • goals, and appropriate comparisons.

41
Measuring Progress
  • Trends
  • The term trends refers to numerical information
    that shows the direction and rate of change for
    an organizations results. Trends provide a time
    sequence of organizational performance.
  • A minimum of three historical (not projected)
    data points generally is needed to begin to
    ascertain a trend. More data points are needed to
    define a statistically valid trend.
  • The time period for a trend is determined by the
    cycle time of the process being measured. Shorter
    cycle times demand more frequent measurement,
    while longer cycle times might require longer
    time periods before meaningful trends can be
    determined.
  • Examples of trends called for by the Criteria
    include data related to health care outcomes and
    other health care service performance,
    patient/customer and workforce satisfaction and
    dissatisfaction results, financial performance,
    health care marketplace performance, and
    operational performance, such as cycle time and
    productivity.

42
Measuring Progress
  • Comparisons and Benchmarks
  • The term benchmarks refers to processes and
    results that represent best practices and
    performance for similar activities, inside or
    outside an organizations industry. Organizations
    engage in benchmarking to understand the current
    dimensions of world-class performance and to
    achieve discontinuous (non-incremental) or
    breakthrough improvement.
  • Benchmarks are one form of comparative data.
    Other comparative data organizations might use
    include information obtained from other
    organizations through sharing or contributing to
    external reference databases, information
    obtained from the open literature (e.g., outcomes
    of research studies and practice guidelines),
    data gathering and evaluation by independent
    organizations (e.g., CMS, accrediting
    organizations, and commercial organizations)
    regarding industry data (frequently industry
    averages), data on competitors performance, and
    comparisons with other organizations providing
    similar health care services.

43
Measuring Progress
  • Integration
  • Integration means making sure that the results
    demonstrate appropriate linkages to key processes
    that you feel are key to the success of your
    organization. Complementary measures tell the
    story of your organizations or business lines
    progress.

44
Resources
  • Many resources are available at no cost to an
    organization.

45
Resources for More Information
  • Most Baldrige National Quality Program (BNQP)
    documents are available in printed form and on
    the BNQP Web site.
  • Kathy.grimes_at_thompsonhealth.com
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