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The Passionate Pursuit of Organizational Excellence Using the Baldrige Model as a Blueprint A Presen

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Focus on results and creating value. Systems perspective ... Focus on Patients, Other Customers, and Markets ... Staff Focus ... – PowerPoint PPT presentation

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Title: The Passionate Pursuit of Organizational Excellence Using the Baldrige Model as a Blueprint A Presen


1
The Passionate Pursuit ofOrganizational
ExcellenceUsing the Baldrige Model as a
BlueprintA Presentation for VHA Central
  • Kendall L. Stewart, M.D.
  • February 24, 2006

2
Why is this topic important?
  • All of us say we want to build and sustain
    excellent organizations.
  • But mediocre health care organizations are often
    financially successful, and nothing stymies like
    success.
  • For various reasons, we are now demanding more of
    ourselves.
  • In this environment, many health care leaders are
    finding the comprehensive Baldrige model
    attractive.
  • This presentation summarizes SOMCs long-term
    commitment to this model as our blueprint for
    building and sustaining an exceptional health
    care organization.
  • After mastering the information in this
    presentation, you will be able to identify
  • The core values and concepts that are the
    foundations of the Baldrige model.
  • The categories included in the Baldrige model,
  • Three reasons why you may want to adopt this
    model as your blueprint for building an
    exceptional organization,
  • Three common barriers to the successful adoption
    of this model,
  • Three practical strategies that the Baldrige
    model might suggest in your pursuit of
    organizational excellence.

3
What are the core values1 and concepts in the
Baldrige model?
  • Visionary leadership
  • Patient-focused excellence
  • Organizational and personal learning
  • Valuing staff 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

12006 Baldrige National Quality Program Health
Care Criteria for Performance Excellence
4
What are the categories1 in the Baldrige model?
  • Leadership
  • Strategic Planning
  • Focus on Patients, Other Customers, and Markets
  • Measurement, Analysis, and Knowledge management
  • Human Resource Focus
  • Process Management
  • Results

12006 Baldrige National Quality Program Health
Care Criteria for Performance Excellence
5
Why did SOMC adopt the Baldrige model?
  • The model was entirely consistent with the
    organizational culture we were already building.
  • The model was comprehensive.
  • The model was supportive of our relentless and
    unending quest for excellence.
  • We had leaders who were willing to pay the price.
  • We saw an opportunity to build a strategic
    partnership with The Ohio Partnership for
    Excellence.

6
What are some of the barriers you can expect?
  • This model is tough.
  • This model requires seniors leaders to get
    personally involved and to be patient.
  • This model is exceedingly humbling for those
    leaders who already consider themselves
    successful.
  • People will initially see this as just another
    program-of-the-month.
  • Cynics will complain that leaders just want to
    win awards.
  • Most of us in health care just know we are the
    best, and it is annoying to be confronted with
    evidence to the contrary.
  • Many will say, We are making money. What else
    matters?

7
What strategies might the Baldrige model suggest?
Page 1 of 2
  • Leadership
  • Align the organization around a few key strategic
    values.
  • Deploy leadership teams throughout the
    organization.
  • Define the Rules of Engagement.
  • Field the best possible leaders at every level of
    the organization.
  • Require all leaders to serve as state or national
    quality examiners.
  • Implement a practical succession planning
    process.
  • Strategic Planning
  • Deploy a strategic planning process that focuses
    on organizational performance.
  • Focus on Patients, Other Customers, and Markets
  • Sustain the delivery of exceptional customer
    service.
  • Implement a comprehensive physician relationship
    management process.

8
What strategies might the Baldrige model suggest?
Page 2 of 2
  • Measurement, Analysis, and Knowledge Management
  • Identify key performance indicators.
  • Demand comparative data.
  • Deploy balanced scorecards or dashboards
    throughout the organization.
  • Staff Focus
  • Deploy a comprehensive initiative to achieve and
    sustain exceptional employee satisfaction.
  • Process Management
  • Document key processes.
  • Deploy an understandable process improvement
    methodology.
  • Organizational Performance Results
  • Set measurable short- and long-term goals.
  • Insist on detailed action plans and hold leaders
    accountable.

9
What is the evidence that our commitment to this
model is paying off?
  • Our Baldrige scorecard results
  • Our safety indicator percentile rankings
  • Our quality indicator percentile rankings
  • Our patient satisfaction percentile rankings
  • Our employee satisfaction percentile rankings
  • Our physician satisfaction percentile rankings
  • Our financial performance

10
Overall Application Band Score1
? Safety ? Quality ? Service ? Relationships ?
Performance ?
1SOMC Organizational Excellence Leadership Team,
November 2005
11
Overall Number of Strengths1
? Safety ? Quality ? Service ? Relationships ?
Performance ?
97
90
86
63
1SOMC Organizational Excellence Leadership Team,
November 2005
12
Overall Number of OFIs1
? Safety ? Quality ? Service ? Relationships ?
Performance ?
78
78
74
39
1SOMC Organizational Excellence Leadership Team,
November 2005
13
What have we learned?
  • The Baldrige model of organizational excellence
    is
  • Comprehensive,
  • Demanding, and
  • A suitable and detailed blueprint for those
    health care organizations determined to do more
    than just get by.
  • It is a blueprint best adopted by leaders who are
  • Determined,
  • Patient,
  • Persistent, and
  • Willing to take the long view.
  • Its cheap, but it aint easy.
  • If you are just looking for an award, pick
    another one.

14
Where can you learn more?
  • Southern Ohio Medical Center, 2005 Baldrige
    Application, March 2005
  • Ohio Partnership for Excellence,
    http//www.oae.org/
  • Baldrige National Quality Program,
    http//baldrige.nist.gov/
  • Stewart, Kendall L., et. al., A Portable Mentor
    for Organizational Leaders, SOMCPress, 2003
  • Stubblefield, Al, The Baptist Health Care
    Excellence Creating a Culture that WOWs, John
    Wiley Sons, 2004
  • Studer, Quint, Hardwiring Excellence Purpose,
    Worthwhile Work, Making a Difference, Fire
    Starter Publishing, 2004

Visit www.KendallLStewartMD.com to download
related White Papers and presentations.
15
How can we contact you?
Kendall L. Stewart, M.D. VPMA and Chief Medical
Officer Southern Ohio Medical Center President
CEO The SOMC Medical Care Foundation, Inc. 1805
27th Street Portsmouth, Ohio 45662 740.356.8153
stewartk_at_somc.org Webmaster_at_KendallLStewartMD.co
m www.somc.org www.KendallLStewartMD.com
16
Are there other questions?
www.somc.org
? Safety ? Quality ? Service ? Relationships ?
Performance ?
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