AHA-AMGA Learning Fellowship. Monthly Webinar April 13, :00-3:30 pm ET

Transcription

1 AHA-AMGA Learning Fellowship Monthly Webinar April 13, :00-3:30 pm ET

2 July 23-25, 2017: In-Person Meeting Manchester Grand Hyatt 1 Market Place San Diego, CA Check in: 4:00 pm Check out: 12:00 pm Agenda outline: Sunday, July 23 Monday, July 24 Tuesday, July 25 2:00 pm start time Full day 12:00 pm end time Registration and hotel reservation link to be sent soon One-pager template to be sent soon 2

3 Other Reminders Project Plan Updates: Due April 27 Next webinar: May 11 Upcoming meeting registration and agenda Upcoming webinars Meeting and webinar archives Listserv Send listserv questions to add to your whitelist Questions? Contact Beth Sutter at 3

4 Culture-Driven Patient Experience: AMG-West s Journey to Improve Patient Satisfaction by Paying Attention to Physician Satisfaction and More. Dr. Charles Ireland

5 I have nothing to disclose 5

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7 -James Heskett, The Culture Cycle (2011) 7

8 By Design -James Heskett, The Culture Cycle (2011) 8

9 ,000 visits 1/3 of patients seen over 1 hour 13 physicians Very poor morale 33% patient satisfaction 50% associate satisfaction 22% physician satisfaction 4.6 M in revenue

10 75%

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13 Common Purpose 13

14 Quality Service It means exceeding expectations by paying attention to detail layers of detail.

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16 Great service is delivered by

17 Great service is delivered by People

18 Great service is delivered by People Place

19 Great service is delivered by People Place Process

20 People

21 9 to 1

22 Who is your Customer? 22

23 Pulling a lot of levers

24 Pulling a lot of levers High-level Communication

25 Pulling a lot of levers High-level Communication Transparency

26 Pulling a lot of levers High-level Communication Transparency Responsiveness/Care

27 Pulling a lot of levers High-level Communication Transparency Responsiveness/Care Rounding

28 Pulling a lot of levers High-level Communication Transparency Responsiveness/Care Rounding Educate/Coach

29 Overmanage 29

30 Overmanage Selection 30

31 Overmanage Selection Training 31

32 Overmanage Selection Training Communication 32

33 Overmanage Selection Training Communication Care 33

34 Employees and Customers 34

35 Employees and Customers Treat me special 35

36 Employees and Customers Treat me special Treat me as an individual 36

37 Employees and Customers Treat me special Treat me as an individual Treat me with respect 37

38 Employees and Customers Treat me special Treat me as an individual Treat me with respect Develop me and educate me 38

39 Free Fuel

40 Free Fuel A.R.E.

41 Free Fuel A.R.E. Appreciate

42 Free Fuel A.R.E. Appreciate Recognize

43 Free Fuel A.R.E. Appreciate Recognize Encourage

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47 Service Profit Chain Customer Loyalty Customer Satisfaction Employee Productivity Employee Retention Employee Satisfaction External Service Quality Internal Service Quality Revenue Growth/Profitability Harvard Business School: Service Management Interest Group

48 Service Profit Chain Harvard Business School: Service Management Interest Group

49 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality

50 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction

51 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention

52 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity

53 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Quality

54 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Quality Customer Satisfaction

55 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Quality Customer Satisfaction Customer Loyalty

56 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Quality Customer Satisfaction Customer Loyalty Revenue Growth/ Profitability

57 Service Profit Chain Harvard Business School: Service Management Interest Group Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Quality Customer Satisfaction Customer Loyalty Revenue Growth/ Profitability Leadership

58 ,000 visits 1/3 of patients seen over 1 hour 13 physicians Very poor morale 33% patient satisfaction 50% associate satisfaction 22% physician satisfaction 4.6 M in revenue

59 ,000 visits 85,000 visits 1/3 of patients seen over 1 hour 99% < 1 hr, 87% < 20 min 13 physicians 12 physicians Very poor morale Very high morale 33% patient satisfaction 85% patient satisfaction 50% associate satisfaction 99% associate satisfaction 22% physician satisfaction 100% physician satisfaction 4.6 M in revenue 10.1 M in revenue

60 Insight The extent to which you genuinely care for your providers and staff is the extent they will care for your patients--and each other Disney Institute

61 Video 61

62 Insight Exceptional service is achievable for every organization because exceptional service is architected from systems and processes that you control. Disney Institute 62

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64 Thank You Dr. Charles Ireland Advocate Medical Group