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Baldrige National Quality Program 2007
Baldrige: A Roadmap for Patient Safety and Quality Improvement
Harry S. Hertz August 22, 2007
What Is Baldrige? Why Baldrige? Lessons Learned & Results Next Steps
Baldrige National Quality Program 2007
What Are the Baldrige Criteria?
A set of expectations or requirements
A structured approach to performance improvement
A framework for a systems view of performance management
Baldrige National Quality Program 2007
Basic Goals of the Criteria
delivery of ever-improving value to patients, other customers, and stakeholders, contributing to improved health care quality and organizational sustainability
improvement of overall organizational effectiveness and capabilities
organizational and personal learning ………performance excellence
To help organizations enhance their performance by focusing on
Baldrige National Quality Program 2007
Criteria Purposes
To help improve organizational performance practices, capabilities, and results
To facilitate communication and sharing of best practices
To serve as a tool for understanding and managing performance
Baldrige National Quality Program 2007
Baldrige Health CareCriteria Framework: A Systems Perspective
Baldrige National Quality Program 2007
Beginning the Journey - 2000
Organization
Situation:
Recognized Crisis:
Location:
Reason for Baldrige:
A&T PROGRAMS
Manufacturing
Troubled
Yes
Primarily One
Turnaround
AEROSPACE SUPPORT
Service
New/Emerging
No
Geographically Dispersed
Improvement
Saint Luke’s HospitalSaint Luke’s Hospital
Sustaining Performance ExcellenceSustaining Performance Excellence
Saint Luke’s HospitalSaint Luke’s Hospital
Sustaining Performance ExcellenceSustaining Performance Excellence
• Leadership drives and sustains the Leadership drives and sustains the processprocess
• Leadership at all levels is importantLeadership at all levels is important
• More difficult to change the culture More difficult to change the culture than to learn the toolsthan to learn the tools
• Valuable team building experienceValuable team building experience
• Trust is extremely important Trust is extremely important
Lessons LearnedLessons Learned
• There are no “quick fixes”There are no “quick fixes”
• Must always focus on the customerMust always focus on the customer
• Should never be satisfied with the Should never be satisfied with the present level of qualitypresent level of quality
• Decisions must be driven by data and Decisions must be driven by data and compared to “best”compared to “best”
• Employees make it happen!Employees make it happen!
Lessons LearnedLessons Learned
Saint Luke’s HospitalSaint Luke’s Hospital
Sustaining Performance ExcellenceSustaining Performance Excellence
Saint Luke’s HospitalSaint Luke’s Hospital
Sustaining Performance ExcellenceSustaining Performance Excellence
Baldrige National Quality Program 2007
Lessons Learned by Education and Health Care
Baldrige is a systems perspective Self-assessment facilitates learning Measurements and data are critical Baldrige focuses on results and outcomes Organizational “silos” are pervasive Need to improve internal communication
Baldrige National Quality Program 2007
Lessons Learned by Education and Health Care (cont.)
Many activities, few processes- “What” is not the same as “how”
The customer concept is challenging Improvement is the goal The process itself is educational
Baldrige National Quality Program 2007
Bronson Methodist Hospital: Cardiac Services % Market Share
30
3540
45
5055
60
1999 2000 2001 2002 2003 2004 Jan-Sept2005
BMH Competitor
Baldrige National Quality Program 2007
BHI: Results
Baldrige National Quality Program 2007
Organizational Knowledge
Baptist Daily• Modeled after Ritz
Carlton best practice
• Began in 2001
• Evolved into facility-specific
Baldrige National Quality Program 2007
1999 & 2000 Award Process Mean Item Percentage Scores: All Business Categories (Stage 1 and
Award Recipients)
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
1.1 1.2 2.1 2.2 3.1 3.2 4.1 4.2 5.1 5.2 5.3 6.1 6.2 6.3 7.1 7.2 7.3 7.4 7.5
Item
Mea
n P
erce
nta
ge
Sco
res
Award Recipients
Stage 1
Baldrige National Quality Program 2007
Baldrige Role Model Characteristics: 1999-2004
Visionary Leadership Guidance (1.1) Process Drive (6.1) Customer and Market Knowledge (3.1)
Baldrige National Quality Program 2007
Early Adopters: 1999-2004
Process Driven (6.1) High Performance Work Systems (5.1)
Customer and Market Knowledge (3.1) Visionary Leadership Guidance (1.1)
Baldrige National Quality Program 2007
“The next time I go to a hospital, I’d rather see a Baldrige Award on the wall than a Harvard diploma.”
Harvey Mackay
Source: Minneapolis Star Tribune 4/6/95
Harvard
Baldrige National Quality Program 2007
Next Steps
Organizational Profile
Are We Making Progress (as Leaders)?
Baldrige National Quality Program 2007
Organizational Profile
Purpose:- Describe what is relevant and important- Ensure common understanding - Guide selection of information/data- Identify gaps/lack of deployment- Serve as first Baldrige assessment
Baldrige National Quality Program 2007
Organizational Profile
Organizational Description– Organizational Environment– Organizational Relationships
Organizational Challenges – Competitive Environment – Strategic Challenges– Performance Improvement System
Baldrige National Quality Program 2007
Are We Making Progress?Are We Making Progress as
Leaders?
Employee (Leadership Team) Questionnaires Seven Category Framework 40 Statements, 5-Point Scale Compare Results Focus Improvement and Communication
for Your Organization
Baldrige National Quality Program 2007
Organizational Profile and Are We Making Progress
(as Leaders)?
Do you know the answer?
Would your organizational colleagues give the same answer?
Baldrige National Quality Program 2007
Resources for More Information
Most Baldrige National Quality Program (BNQP) documents are available both in hard copy and on the BNQP Web site.
To obtain these documents,call (301) 975-2036 orvisit www.baldrige.nist.gov.
Baldrige National Quality Program 2007
Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better.
Sydney J. Harris