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Baldrige: A Roadmap for Patient Safety and Quality Improvement

Baldrige: A Roadmap for Patient Safety and Quality Improvement. Harry S. Hertz August 22, 2007 What Is Baldrige? Why Baldrige? Lessons Learned & Results Next Steps. What Are the Baldrige Criteria?. A set of expectations or requirements A structured approach to performance improvement

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Baldrige: A Roadmap for Patient Safety and Quality Improvement

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  1. Baldrige: A Roadmap for Patient Safety and Quality Improvement Harry S. Hertz August 22, 2007 • What Is Baldrige? • Why Baldrige? • Lessons Learned & Results • Next Steps

  2. What Are the Baldrige Criteria? • A set of expectations or requirements • A structured approach to performance improvement • A framework for a systems view of performance management

  3. Basic Goals of the Criteria To help organizations enhance their performance by focusing on • delivery of ever-improving value to patients, other customers, and stakeholders, contributing to improved health care quality and organizational sustainability • improvement of overall organizational effectiveness and capabilities • organizational and personal learning ………performance excellence

  4. Criteria Purposes • To help improve organizational performance practices, capabilities, and results • To facilitate communication and sharing of best practices • To serve as a tool for understanding and managing performance

  5. Baldrige Health CareCriteria Framework: A Systems Perspective

  6. A&T PROGRAMS Manufacturing Troubled Yes Primarily One Turnaround AEROSPACE SUPPORT Service New/Emerging No Geographically Dispersed Improvement Organization Situation: Recognized Crisis: Location: Reason for Baldrige: Beginning the Journey - 2000

  7. Saint Luke’s HospitalSustaining Performance Excellence Lessons Learned • Leadership drives and sustains the process • Leadership at all levels is important • More difficult to change the culture than to learn the tools • Valuable team building experience • Trust is extremely important

  8. Saint Luke’s HospitalSustaining Performance Excellence Lessons Learned • There are no “quick fixes” • Must always focus on the customer • Should never be satisfied with the present level of quality • Decisions must be driven by data and compared to “best” • Employees make it happen!

  9. Lessons Learned by Education and Health Care • Baldrige is a systems perspective • Self-assessment facilitates learning • Measurements and data are critical • Baldrige focuses on results and outcomes • Organizational “silos” are pervasive • Need to improve internal communication

  10. Lessons Learned by Education and Health Care (cont.) • Many activities, few processes • - “What” is not the same as “how” • The customer concept is challenging • Improvement is the goal • The process itself is educational

  11. Bronson Methodist Hospital: Cardiac Services % Market Share

  12. BHI: Results

  13. Organizational Knowledge • Baptist Daily • Modeled after Ritz Carlton best practice • Began in 2001 • Evolved into facility-specific

  14. Baldrige Role Model Characteristics: 1999-2004 • Visionary Leadership Guidance (1.1) • Process Drive (6.1) • Customer and Market Knowledge (3.1)

  15. Early Adopters: 1999-2004 • Process Driven (6.1) • High Performance Work Systems (5.1) • Customer and Market Knowledge (3.1) • Visionary Leadership Guidance (1.1)

  16. Harvard “The next time I go to a hospital, I’d rather see a Baldrige Award on the wall than a Harvard diploma.” Harvey Mackay Source: Minneapolis Star Tribune 4/6/95

  17. Next Steps • Organizational Profile • Are We Making Progress (as Leaders)?

  18. Organizational Profile • Purpose: - Describe what is relevant and important - Ensure common understanding - Guide selection of information/data - Identify gaps/lack of deployment - Serve as first Baldrige assessment

  19. Organizational Profile • Organizational Description • Organizational Environment • Organizational Relationships • Organizational Challenges • Competitive Environment • Strategic Challenges • Performance Improvement System

  20. Are We Making Progress?Are We Making Progress as Leaders? • Employee (Leadership Team) Questionnaires • Seven Category Framework • 40 Statements, 5-Point Scale • Compare Results • Focus Improvement and Communication for Your Organization

  21. Organizational Profile and Are We Making Progress (as Leaders)? • Do you know the answer? • Would your organizational colleagues give the same answer?

  22. Resources for More Information • Most Baldrige National Quality Program (BNQP) documents are available both in hard copy and on the BNQP Web site. • To obtain these documents,call (301) 975-2036 orvisit www.baldrige.nist.gov.

  23. Our dilemma is that we hate change and love it at the same time; what we really want is for things to remain the same but get better. Sydney J. Harris

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