Culture Driven Patient Experience: AMG-West s Journey to Improve Patient Satisfaction by Paying attention to physician satisfaction and more.

Transcription

1 Culture Driven Patient Experience: AMG-West s Journey to Improve Patient Satisfaction by Paying attention to physician satisfaction and more. March 23, 2017 Dr. Charles Ireland

2 I have nothing to disclose 2

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4 -James Heskett, The Culture Cycle (2011) 4

5 By Design -James Heskett, The Culture Cycle (2011) 5

6 ,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

7 75%

8 8

9 9

10 Common Purpose 10

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

12 12

13 Great service is delivered by

14 Great service is delivered by People

15 Great service is delivered by People Place

16 Great service is delivered by People Place Process

17 People

18 9 to 1

19 Who is your Customer? 19

20 Pulling a lot of levers

21 Pulling a lot of levers High-level Communication

22 Pulling a lot of levers High-level Communication Transparency

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

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

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

26 Overmanage 26

27 Overmanage Selection 27

28 Overmanage Selection Training 28

29 Overmanage Selection Training Communication 29

30 Overmanage Selection Training Communication Care 30

31 Employees and Customers 31

32 Employees and Customers Treat me special 32

33 Employees and Customers Treat me special Treat me as an individual 33

34 Employees and Customers Treat me special Treat me as an individual Treat me with respect 34

35 Employees and Customers Treat me special Treat me as an individual Treat me with respect Develop me and educate me 35

36 Free Fuel

37 Free Fuel A.R.E.

38 Free Fuel A.R.E. Appreciate

39 Free Fuel A.R.E. Appreciate Recognize

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

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44 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

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

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

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

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

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

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

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

52 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

53 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/ Profitibility

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 Customer Loyalty Revenue Growth/ Profitability Leadership

55 ,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

56 ,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

57 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

58 58

59 Insight Exceptional service is achievable for every organization because exceptional service is architected from systems and processes that you control. Disney Institute 59

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61 Thank You Dr. Charles Ireland Advocate Medical Group