“Soaring to New Heights”

1. “Soaring to New Heights” 2009-2010 Journey Highlights

2. AnMed HealthHistory • Officially opened in 1908 • Jennie Gilmer founder • 25 Beds • Today • South Carolina’s largest independent not-for-profit health system • 578 Licensed Beds • 3400 staff members

3. Facilities • Medical Center Campus • 461 Bed Acute Care Facility • Level II Trauma Center

4. Facilities • North Campus • 72 Bed Women’s and Children’s Hospital • Level II Nursery • Cancer Center • Oglesby Center • Outpatient Diagnostic & Testing • AnMed Health Family Medicine Residency • Physician office complex

5. AnMed Health Rehabilitation Hospital • 45 Bed Acute Rehab Hospital • Joint Venture with HealthSouth • 2009 and 2010 #1 Hospital in the US

6. Our Mission The mission of AnMed Health is to passionately blend the art of caring with the science of medicine to optimize the health of our patients, staff and community.

7. Our Vision Our vision is to be recognized and celebrated as the gold standard for healthcare quality and community health improvement.

8. Building Blocks • Exercising a Passion for Serving Others • Exceeding Expectations • Pursuing Excellence and Quality • Fostering a Nurturing Culture • Living a Culture of “Yes” • Benefiting the Community • Practicing Financial Responsibility • Maintaining High Standards • Embracing “Differentiology” • Living the Credo….”We’re in This Together”

9. Highlights from our Journey……

10. Organizational Approach • Conduct “Gap Analysis” to the Baldrige criteria - South Carolina Governor's Quality Award • Utilize feedback to drive further organizational improvements

11. Lessons learned along the way….. • Involvement from across the organization --teamwork • Take time to fully understand the criteria and terminology • Criteria focuses on the relationship between people, processes and results • Application process created “self learning” environment • Difficult to tell your story with results in 50 pages

12. Examples of “Gold Standard Results”

13. Acute Myocardial Infarction Care • Comparative data highlighted opportunity for improvement • Strategic plan objective for improvement • Multidisciplinary team structure • Use of data and information to analyze process and make improvements • Sharing of results and methods with others

14. Key Results

15. Surgical Assessment Process • Voice of the customer & stakeholders highlighted need for improvement • New facility – old process • Strategic Plan objective for improvement • Lean methods utilized to facilitate change – staff involvement • Sustainable results (win-win scenario)

16. Key Accomplishment: Changed Flow and Layout of Process Area The SAC Kaizen Team Pre-Event Spaghetti Diagram

17. Key Accomplishment: Changed Flow and Layout of Process Area 1,100 Sq Ft The SAC Kaizen Team Final Spaghetti Diagram Reduced walking per year: RN – 86.5 Miles Reg – 139.3 Miles EKG/ Lab – 229.2 Miles

18. 100 % below goal since Kaizen in Aug 2009 The SAC Kaizen Team

19. The Journey Continues… • Utilization of feedback report to further improve as an organization • Share results • Develop action plans as appropriate • Involvement of staff

20. In Summary…….

21. “Soaring to New Heights” 2009-2010 Journey Highlights