MALCOM BALDRIGENATIONAL QUALITY AWARD: Finding The Biggest Contributionand Reaching Excellence inHealthcare IndustryAgus Ahyar, Ridwan Mahmudi, Wasi Widayadi Prof Ir. Syamsir Abduh, MM, PhDManajemen Kualitas & Standar MutuS3 Manajemen Strategis - Trisakti International Business School

Nilai 100

MNBQA : a Quest to excellenceMalcom Baldridge National Quality Award

1987Up to..2000

Now…

Stimulant Promoting TQM

Culture

L E G A C Y

The Baldrige Program is the only public-private partnership and Presidential award and education program dedicated to improving U.S. organizations

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MBNQA APLICANTS

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The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 105 awards have been presented to 99 organizations (including six repeat winners).

Is Baldrige the same as ISO?

• The purpose, content, and focus of the Baldrige Criteria for Performance Excellence and ISO 9001 and 9004:2009 registration and guidance are very different.

• The Baldrige Criteria provide an integrated, results-oriented framework for designing, implementing, and assessing all operations of an organization. In addition, the Baldrige Criteria include a strong customer, workforce, and future focus.

• ISO 9001 is a standard used in implementing a compliance and improvement system and assessing conformity in organization-selected operations.

MBNQA VS ISO ???

In "Better Than ISO? How Baldrige Benefits Manufacturers," Dr. Luis Calingo, current president of Woodbury University, said :

“ Manufacturers are continually bombarded with tools and certification systems. . . . The Baldrige framework, on the other hand, focuses on the entire organization as a system of purpose, processes, and outcomes. My suggestion to manufacturers is to pursue those certifications under the umbrella of performance excellence [using the Baldrige framework] so as to avoid the dangers of sub-optimization. . . . Baldrige is about the pursuit of excellence, and isn’t that the goal of every CEO? 　 If CEOs really understand Baldrige, they will see it as a natural part of what they would love to do anyway. “

In "Baldrige and ISO QMS: A Complementary Relationship," Ron Schulingkamp, professor in the College of Business of Loyola University in New Orleans, said

“ If you fully implement the ISO 9001 QMS, you may be getting at less than half of what Baldrige asks about. . . . The Baldrige framework provides a holistic, systems-based business model that builds alignment across the organization by making connections between and reinforcing organizational systems, processes, strategy, and results. . . . The Baldrige framework is like the blueprint of a building, with ISO used for specific systems within the building such as electrical and air conditioning systems “

MBNQA VS ISO ???

INDUSTRI

Bisnis manufaktur Bisnis jasa Bisnis kecil Organisasi pendidikan Organisasi kesehatan Organisasi nir-laba

FOKUS

Nilai & Konsep (Values & Concept) Proses (Process) Hasil (Result) Keterkaitan (Linkage) Perbaikan (Improvement)

NILAI & KONSEP

1. Systems perspective 7.Managing for innovation

2. Visionary leadership 8. Management by fact

3. Customer-focused excellence 9. Societal responsibility4. Valuing people 10. Ethics

and transparency5. Organizational learning and agility 11. Delivering value and

results6. Focus on success

PROSES & HASIL

Fokus Kriteria Dimensi PenilaianProses Leadership ADLI :

• Approach, • Deployment, • Learning,• Integration

Strategic PlanningCustomer & Market FocusMeasurementWorkforce FocusProcess Management

Hasil Product & processCustomer-focused Workforce-focused, Leadership & governance Financial & market

LTCI :• Level• Trend• Comparison• Integration

KETERKAITAN & PERBAIKAN

Keterkaitan: Connection between Process & Result Data in the strategic planning, process and improving

operations Connection between workforce planning & strategic planning Customer & market knowledge Connection between action plan and changes neededPerbaikan: Continuation of improvement

Baldrige Model

BOBOT PENILAIAN

Tujuh kriteria MBNQA:

PENILAIAN

PENILAIAN

MBNQA SEBAGAI ALAT PERBAIKAN

Metode:1.Survey berdasarkan kriteria Baldrige2.Armchair assessment3.Mock Baldrige application4.Mengajukan aplikasi formal Baldrige5.Audit berdasarkan kriteria the Baldrige

REFERENSI

1. Brown, Mark G. How to Interpret Baldrige Criteria for Performance Excellence. 2014: CRC Press, Boca Raton.

2. -. Baldrige Excellent Framework 2015-2016. 2015: National Institute of Standards & Technology, Gaithersburg.

3. http://www.nist.gov/baldrige

TERIMA KASIH ATAS PERHATIAN ANDA

JUSTIFIKASI EMPIRIS MBNQA VS KINERJA ORGANISASI

ARTICLE #1

JUSTIFIKASI EMPIRIS MBNQA VS KINERJA ORGANISASI

OBJECTIVE :

Compare 34 MBNQA recipients VS 153 Competitors to determine relationship between use of HCPE and healthcare organizational excellence.

Categories of performance excellence :1. Process of care (23 measures)2. Patient experiences (10 measures)3. Outcomes of care (6 measures)

JUSTIFIKASI EMPIRIS MBNQA VS KINERJA ORGANISASI

Both are using standard of Centers of Medicare and Medicaid System (CMS)

MOST IMPORTANT FINDINGS

• Baldridge recipients provided care equal to or better than competitors, at the same time providing a better patient experience

• HCPE are a valid framework to align organizational design, strategy, systems and human capital to create long-term effectiveness in an institutionalized high-performance culture

Pengukuran kriteria Malcolm Baldrige National Quality Award (MBNQA) terhadap 51 rumah sakit di Tepi Barat Palestina.

MBNQA mengukur 7 kriteria: Leadership, HR Management, Customer Focus, Strategic Planning, Information & Analysis, Process Management dan Performance Result.

Pertanyaan Penelitian adalah : Sejauh mana faktor TQM diterapkan di rumah sakit Palestina? Apakah ada perbedaan antara berbagai jenis rumah sakit dalam hal penerapan TQM?

Metode: Ada 51 rumah sakit di Tepi Barat yakni: 12 RS Pemerintah, 20 RS NGO, 1 RS PBB, 18

RS Swasta. Dari 51 RS, ada 49 RS yang bersedia diambil data adalah 49 RS. Instrument: kuesioner, wawancara dan FGD Responden: 550 orang, ada 501 responden yang mengembalikan kuisioner.

REVIEW JURNALAssessing Quality of Management Practices in Palestinian

HospitalsAnton Robert Sabella, Rami Kashou and Omar Omran

Hasilnya, Penelitian ini menjawab 2 pertanyaan penelitian Skore MBNQA rumah sakit di Tepi Barat Palestina, tercermin dalam data dibawah

RS Pemerintah menunjukkan Poin lebih rendah dibandingkan RS NGO, RS PBB maupun RS Swasta

IMPLIKASI TEORITIS

Studi ini menyoroti pentingnya menerapkan praktek TQM dalam institusi perawatan kesehatan, terutama rumah sakit yang beroperasi di Tepi Barat - Palestina. Riset ini memperkuat perspektif teori yang mendukung penerapan praktek TQM di rumah sakit. Khususnya, beberapa ahli teori mendalilkan bahwa menerapkan praktek TQM akan mengakibatkan peningkatan kinerja rumah sakit dan anggota stafnya, oleh karena itu memperoleh Tujuan utama dari rumah sakit, memuaskan pasien.

Implikasi Manajerial

Pertama, strategi rumah sakit harus fokus pada pengembangan kompetensi dan keterampilan staf, yang bertujuan untuk meningkatkan kinerja mereka berorientasi pendekatan pada kualitas. Selain itu, rumah sakit perlu mengembangkan sistem penilaian yang komprehensif, dengan pedoman yang jelas untuk secara konsisten dan akurat mengevaluasi kinerja staf.

Kedua, informasi dan analisis dalam setiap jenis organisasi dianggap sebagai bagian yang tidak terpisahkan dari proses pengambilan keputusan. Mengingat bahwa rumah sakit bercita-cita untuk meningkatkan kualitas keputusan mereka dan pada akhirnya tingkat kualitas layanan yang ditawarkan, mereka perlu merancang dan mengawasi saluran komunikasi yang menjamin aliran informasi yang baik.

Ketiga, hampir semua rumah sakit yang beroperasi di Tepi Barat harus mengembangkan strategi berbasis hasil yang bertujuan untuk meningkatkan baik manajemen operasional dan keuangan untuk meningkatkan kinerja mereka secara keseluruhan.

Kelebihan Artikel ini Artikel ini membuktikan MBNQA serta alat-alat penilaian kualitas lainnya, dapat digunakan untuk

mengukur dan mengidentifikasi faktor kelebihan dan kelemahan untuk meningkatkan kinerja rumah sakit

Makalah ini menyajikan perspektif yang segar pada isu-isu manajemen mutu di rumah sakit Palestina untuk praktisi, administrator dan akademisii

Kelemahan Artikel ini Sample yang diambil belum merepresentasikan Palestina secara utuh. Untuk menggambarkan

MBNQA RS Palestina, perlu dihitung ulang dengan memasukkan Gaza sebagai sample yang diteliti.

Cara memperbaiki Kekurangan Untuk memperbaiki dan menyempurnakan artikel ini, perlu dilakukan penelitian lanjutan dengan

metode yang sama di wilayah Gaza Palestina. Hasilnya nanti digabungkan dengan artikel ini, sehingga didapatkan hasil yang utuh tentang MBNQA RS Palestina

REVIEW JURNALAssessing Quality of Management Practices in Palestinian

HospitalsAnton Robert Sabella, Rami Kashou and Omar Omran

Research QuestionsFocus of the study is to use data mining technique toa. Determine if there is a difference in the underlying structure of the

MBNQA Criteria of Performance Excellence (CPE) between Qualified to Receive Award (QRA) and Not Qualified to Receive Award (NRA)

b. Identify the highest contributing factors

Research questions:Empirically determine which specific factors (MBNQA criteria categories) provide the greatest contribution to predicting success of quality management programs

Research MethodsLongitudinal & cross sectional data mining using: ANOVA, multiple regression analysis, discriminant analysis, & decision tree analysis1,098 independent review process cases & 486 consensus review process cases from the applicants of MBNQA 1991-2006.Qualified to receive the award (QRA) > 608Not qualified to received the award (NRA) < 608

Findings & ConclusionFindings:ANOVA Significant for category 4 (Measurement, Analysis & Knowledge Management)Decision tree analysis Significant for category 4 (Measurement, Analysis & Knowledge Management) & category 1 (Leadership)Regression analysis insignificantDiscriminant analysis insignificantConclusions:ANOVA, Regression analysis, Discriminant analysis Underperfomed tool.Decision tree analysis Best approach.Main factors for successful quality management programs category 1: Leadership category 4: Measurement, Analysis & Knowledge Management

Further Research

Use MBNQA data after 2007.Use other proxies: European Foundation for Quality Management (EFQM) & JRD Quality Value Award System (Tata Business Excellence)