CareScience 2005 National Conference

The Baldrige Process

John Vinyardand

John Latham

GENITECT, LLC © 2005

CareScience 2005 National Conference

Overview

• The Award• Why Apply• Four Key Concepts

– Key Factors (context)– Core Values and Concepts (design principles)– The Performance Excellence Model (system)– The Path to Performance Excellence (maturity model)

• The Leadership System– Integrated System– Healthcare Examples

• Learn More?

CareScience 2005 National Conference

The Malcolm Baldrige National Quality Award

• The highest award for performance excellence given by the U.S. Government

• Under the Department of Commerce• Emulated by countries around the world• Synonymous with high performance

CareScience 2005 National Conference

Healthcare Category Recipients

• Robert Wood Johnson University Hospital Hamilton - 2004

• Baptist Hospital, Inc. - 2003• Saint Luke’s Hospital of Kansas City - 2003• SSM Healthcare - 2002

CareScience 2005 National Conference

States With State, Local, or Senate Productivity Award Programs

CareScience 2005 National Conference

Quality Awards Around the World

CareScience 2005 National Conference

Why Apply?

“It amazes me that U.S. businesses spend so much money on ‘how-to’ books and coursework to teach leaders how to build successful organizations. My recommendation: implement the Baldrige-based

Criteria in your business. No other single document can help build a long-term successful organization.”

Jerry Rose, PresidentSunny Fresh Foods

Baldrige Award Recipient, 1999

CareScience 2005 National Conference

Customers

Employees

Investors

PerformanceManagement

System

Suppliers& Partners

1. Key Organization Factors• Organizational Description

a. Org Environmentb. Org Relationships

• Organizational Challengesa. Competitive Environmentb. Strategic Challengesc. Perf Improvement System

2. Design Principles• Visionary Leadership• Customer-driven Excellence• Organizational & Personal Learning• Valuing Employees & Partners• Agility• Focus on the Future• Managing for Innovation• Management by Fact• Social Responsibility• Focus on Results & Creating Value• Systems Perspective

4. Maturity Model• Reacting to Problems• Early Systematic Approach• Aligned Approach• Integrated Approach

Four Dimensions of thePerformance Excellence Model

This is Who We Are

This is What We Believe

This is What We Do

This is How Well We Do

It

3. Business Systems• Leadership • Strategy• Customer and Market Focus• Measurement, Analysis and

Knowledge Management• Human Resource Focus• Process Management• Results - Scorecard

CareScience 2005 National Conference

The Context – Key Factors

• Organizational Description– Organizational Environment– Organizational Relationships

• Organizational Challenges– Competitive Environment– Strategic Challenges– Performance Improvement System

CareScience 2005 National Conference

Core Values and Concepts

1. Visionary Leadership2. Patient-Focused Excellence3. Organizational and Personal Learning4. Valuing Staff and Partners5. Agility6. Focus on the Future7. Managing for Innovation8. Management by Fact 9. Social Responsibility and Community Health10.Focus on Results and Creating Value11.Systems Perspective

CareScience 2005 National Conference

The Baldrige Performance Excellence Model for Healthcare

CareScience 2005 National Conference

Path to Performance Excellence

StrategicLeadershipStrategic

Leadership

Execution ExcellenceExecution Excellence

BasicSystem

Reacting toProblems

Reacting toProblems

BasicSystemBasic

SystemReacting toProblems

Reacting toProblems

Great services butnot meeting the needsof the key stakeholders

Key stakeholders initiallyvery excited but ultimatelydisappointed when you

can’t executeBoom Bust Curve!

SystematicApproach

SystematicApproach

1

SystematicApproach

SystematicApproach

11

Alignment

Alignment

2Alignment

Alignment

22

Integration

Integration

3Integration

Integration

33

OrganizationalLearning

OrganizationalLearning

Adapted from: Tang, V. & Bauer, R. (1995). Competitive Dominance

CareScience 2005 National Conference

The Baldrige Bottom Line

=Process Points

CareScience 2005 National Conference

Leadership

Successful leaders create an environment for peak

performance.

Ed Schaniel

CareScience 2005 National Conference

Understand Stakeholder

Requirements and Expectations

Develop, Recognize and

Reward

Set Direction

Communicate Direction

Develop Strategic and Action Plans

Review and Analyze

Performance

Adjust the Plans

Execute the Plan“Run the

Business”

Build Commitment

Role ModelMake Behavior and Process Changes

Measure and Understand

Results

Resource, Motivate, and

Empower

Leadership System Leader task or behavior that cannot

be delegated

CareScience 2005 National Conference

Multiple Stakeholder Model

Patients andCustomers

Staff

Investors

PerformanceManagement

System

Suppliers& Partners

Community

Community

CareScience 2005 National Conference

Baldrige Bookends

Who Is The Customer,

Segment Or Group?P1b(2)

What Are The Customer

Requirements & Expectations

for Products and Services?

P1b(2)

How Are We PerformingAgainst The

Customer Requirements?

7.2

Is The Customer Satisfied?

7.1a(1)

Is The Customer

Loyal?7.1a(2)

XXX 1

2

3

6

3

2

CareScience 2005 National Conference

In Summary

Use This Business Model and You Will Never Run Out Of

Opportunities For Improvement

CareScience 2005 National Conference

Learn more: Book - CD-ROM - Web Site

www.baldrigeusersguide.com

CareScience 2005 National Conference

Presenters

• John Vinyard and John Latham• GENITECT, LLC• Atlanta and Colorado Springs• Clients use the Baldrige Model to accelerate

excellence• Senior Baldrige Examiners• Worked with 6 Baldrige Winners• Authors of the Baldrige Users Guide (a.k.a.

BUG)

Leveraging Your Organization’s Genius SM