DEVELOPING A CULTURE OF HIGH PERFORMANCE: (SAFETY, QUALITY, LEAN AND ALL OF IT)

Transcription

1 DEVELOPING A CULTURE OF HIGH PERFORMANCE: (SAFETY, QUALITY, LEAN AND ALL OF IT) Kathleen Jennison Goonan, MD CEO, Goonan Performance Strategies August 15, 2012

2 Improve HCAHPS Improve patient/customer satisfaction High Reliability Improve employee training and development Improve communication Improve support processes Ever Feel Like This? Improve AHRQ Measures Patient Safety Lean Six Sigma Standard Work Innovate Improve compliance Improve reward & recognition Improve results Improve quality Improve leadership Improve access Magnet Improve accuracy Improve competitiveness Improve morale Improve measurement Improve ethics Improve decision making Improve cycle time Improve safety Improve supplier performance Improve goal-setting Improve NOI Improve margins Improve efficiency Improve recruiting Improve employee satisfaction Improve value creation processes

3 Beginning Assumptions Health care organizations must, by necessity, undergo fundamental change Accountability in health care delivery will continue to increase Consumer and retail dynamics will grow Leaders in strategy management, improvement and execution will succeed while others fail

4 Topics for This Session Health care industry has role model organizations to learn from Baldrige can provide a roadmap to achieve performance excellence Transforming to a high performer has common elements across diverse organizations Questions and answers

5 Performance Excellence Definition: An approach to organizational performance management that builds delivery of ever-improving value to customers and stakeholders improvement of overall organizational effectiveness and capabilities organizational and personal learning

6 Health Care Award Recipients Henry Ford Health System / Schneck Medical Center / Southcentral Foundation (2011) Advocate Good Samaritan Hospital (2010) AtlantiCare / Heartland Health (2009) Poudre Valley Health System (2008) Mercy Health System / Sharp HealthCare (2007) North Mississippi Medical Center (2006) Bronson Methodist Hospital (2005) Robert Wood Johnson University Hospital Hamilton (2004) Baptist Hospital, Inc. / Saint Luke s Hospital of Kansas City (2003) SSM Health Care (2002)

7 Thought Leaders I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results. Jim Collins, Good to Great

8 Thought Leaders W. Edwards Deming spoke of consistent, business-driving quality as arising from a system of work. The Baldrige Performance Excellence approach supplies the only practical, comprehensive outline for health care as a system of production in existence today. Brent James, MD Intermountain Health Care

9 Our Contribution

10 Baldrige Criteria Framework: A Systems Perspective

11 Baldrige Systems Framework Process Categories Performance Results

12 Building Process Literacy 12

13 Process Literacy Pioneers We get brilliant results from average people managing and improving brilliant processes. Our competitors get mediocre results from brilliant people managing around broken processes. When they get in trouble, they try to hire even more brilliant people. We're going to win. Toyota Motors

14 Progress & Assessment Score Stage 0 Reaction Regulatory and external compliance only Stage 1 Projects The Baldrige Journey Project mentality, characterized by various tactical improvement activities Typical Baldrige start Stage 2 Traction Alignment of projects to strategy; Focus on leadership and management processes Stage 3 Integration Clear linkage of process management and improvement to operational results OR Give up on the process when managed as a delegated project to win Time ~ 3 10 Years Baldrige Worthy Stage 4 Sustain Continued improvement as methodologies are embedded into the organization s culture OR Decline, as the organization loses discipline and changes course

15 Objective is to Thrive BALDRIGE AWARD 15

16 LASER: Elements Guiding the Journey Leadership Assessment Sensemaking Execution Results

17 Leadership Recognize fundamental change is needed Welcome evaluation and feedback Commit to building a culture of learning

18 Assessment Describe organization using the Criteria Conduct periodic enterprise evaluations Receive feedback on leadership and management capabilities

19 Sensemaking Understand your organization as a system Interpret assessment feedback Define focus for improvement

20 Execution Make changes from day one Set priorities, focus on critical actions Establish accountability, action plans Integrate address feedback into existing plans, operations

21 Results Strong performance across the board Positive trends over time Key results compared to benchmarks Alignment, focus

22 LASER Leadership Assess Sense-make Execute Results Commit to humility, truth-telling Diagnose the current state Understand your gaps Deploy an action plan Prove it to yourselves and others

23 Benefits of Baldrige Roadmap Prioritize organizational goals Take non-aligned activity off the plate Engage and align the entire workforce Build a goal cascade process - line of sight Grow Process Literacy SM Drive comprehensive enterprise results

24 Summary Points Using Baldrige is not about an Award it s about a transformational journey Leaders manage the enterprise as a system Organizations manage and thrive in the face of change Building traction requires using the five practices of LASER

25 Thank You!