our quality journey

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Our Quality Journey. The MBNQA. Nations top quality award, established 1987 by Congress Recognizes performance excellence Framework to systematically improve Categories for awards include Manufacturing Service Small Business Added Education and Health Care in 1999. How We Did It. - PowerPoint PPT Presentation

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  • Our Quality Journey

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  • The MBNQANations top quality award, established 1987 by CongressRecognizes performance excellenceFramework to systematically improveCategories for awards includeManufacturingServiceSmall BusinessAdded Education and Health Care in 1999

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  • How We Did ItSize and geographic diversity presented a challenge23,000 employees5,000 physicians5,000 volunteersFacilities in four statesA variety of different services

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  • How We Did ItFaith during hard times is a traditionLeadership commitment moved us to our destinationFirst step implementation of CQI in1990 as a process improvement modelNext step - use of Baldrige criteria as our guide for improvementA vision that we could be a great organizationNo quick fixit takes years of hard work

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  • The Way We Were ...Realization in 1989Not striving to improve every day in every waySatisfied with the status quoProne to the flavor-of-the-month syndromeInspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturingIt was the beginning of a 13 year quality journeyAlso serves as our guide into the future

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  • Long Term CommitmentConstancy of Purpose is the way W. Edwards Demming described long-term commitmentRather uncommon in todays worldSSM Health Care has remained constant in our commitment to CQIBut, the journey has not been without some frustrations

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  • CQI Adopted in 1990The Five Principles of CQIPatients and other customers are our first priorityQuality is achieved through peopleAll work is part of a processDecision making by factsQuality requires continuous improvement

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  • Early LearningsTrained too many peopleFocused on easy improvements to ensure successBut, not enough teams to accommodate everyoneEfforts not tied to Strategic & Financial PlanNo urgency to achieve results

    After 5 years into CQI, people were ready to give up

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  • 1995: Getting to the Next LevelImplemented a model of rapid-cycleFocus on results within 6 monthsBegan using state quality award, such as the Oklahoma Quality Award, that contained criteria modeled after Baldrige

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  • ReactionsRapid-Cycle well-receivedBusy employees less than enthusiastic about applying for awardsEmphasized that the focus was not to win awardIt was a way to get better fasterEmployees became more positive

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  • Success!Facilities began winning state awardsOklahoma Quality AwardBone & Joint, 1996St. Anthony, 1998Several other facilities in our system won their respective state awardsOur quality efforts gained momentum

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  • Key Gaps Identified1998 Began yearlong process to rearticulate missionLacked a single mission for entire organizationInvolved 3,000 employees at all levels of organization to rearticulate the mission statement 1999 New mission statement unveiled

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  • Our MissionThrough our exceptionalhealth care services,we reveal the healing presence of God.

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  • Feedback from our 1999 Baldrige application revealed that they loved the mission statement ... By the way, how do you define exceptional?

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  • Defining ExceptionalFive characteristicsExceptional patient, employee and physician satisfactionExceptional clinical outcomesExceptional financial results

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  • Deploying Our MissionEstablished goals as a part of the strategic, financial and human resources planning process

    Developed department posters and employee passports to ensure alignment of goals across the organization

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  • Employees know in a specific and measurable way how they contribute to Our Mission

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  • What We LearnedThree major learnings Measure what we say is importantUse comparative data to compare ourselves to the BEST average isnt good enoughInstitute a consistent deployment process

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  • The Benefits of Baldrige Learning tool and systematic approachBetter understanding of our organization, strengths and opportunities to improveFramework, focus and disciplineEncouraged us to share information across our facilities, learn from others

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  • Most Significant ResultDeeply entrenched culture of continuous quality improvementEvery employee, every physician focused on the reality that everything CAN and MUST be improved

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  • Our Quality JourneyBaldrige - a milestone on a journey, but by no means the endContinue to improve, share what we have learnedGreatest lesson is to trust in the potential of the human spirit employees earned the awardThey reveal the healing presence of God to those we serve every day

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    Thank you for inviting me to be with you today. Its great to be here, and I look forward to telling you our story how SSM Health Care, or as you know us locally, St. Anthony & Bone & Joint Hospitals, became the first health care organization in the country to win the Malcolm Baldrige National Quality Award. First, I want to tell you just a little bit about the Malcolm Baldrige award and what it means.

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    Tremendous amount of energy required to implement with 23,000 employees, 20+ institutions in 4 states

    Learned CQI from ground up with an incredible amount of education