1 / 22

Our Quality Journey

Our Quality Journey. The MBNQA. Nation’s top quality award, established 1987 by Congress Recognizes performance excellence Framework to systematically improve Categories for awards include Manufacturing Service Small Business Added Education and Health Care in 1999. How We Did It.

velma-alexander
Download Presentation

Our Quality Journey

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Our Quality Journey

  2. The MBNQA • Nation’s top quality award, established 1987 by Congress • Recognizes performance excellence • Framework to systematically improve • Categories for awards include • Manufacturing • Service • Small Business • Added Education and Health Care in 1999

  3. How We Did It • Size and geographic diversity presented a challenge • 23,000 employees • 5,000 physicians • 5,000 volunteers • Facilities in four states • A variety of different services

  4. How We Did It • Faith during hard times is a tradition • Leadership commitment moved us to our destination • First step – implementation of CQI in1990 as a process improvement model • Next step - use of Baldrige criteria as our guide for improvement • A vision that we could be a great organization • No quick fix—it takes years of hard work 4

  5. The Way We Were ... • Realization in 1989 • Not striving to improve every day in every way • Satisfied with the status quo • Prone to the “flavor-of-the-month” syndrome • Inspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturing • It was the beginning of a 13 year quality journey • Also serves as our guide into the future

  6. Long Term Commitment • “Constancy of Purpose” is the way W. Edwards Demming described long-term commitment • Rather uncommon in today’s world • SSM Health Care has remained constant in our commitment to CQI • But, the journey has not been without some frustrations

  7. CQI Adopted in 1990 • The Five Principles of CQI • Patients and other customers are our first priority • Quality is achieved through people • All work is part of a process • Decision making by facts • Quality requires continuous improvement

  8. Early Learnings • Trained too many people • Focused on “easy” improvements to ensure success • But, not enough teams to accommodate everyone • Efforts not tied to Strategic & Financial Plan • No urgency to achieve results After 5 years into CQI, people were ready to give up

  9. 1995: Getting to the Next Level • Implemented a model of rapid-cycle • Focus on results within 6 months • Began using state quality award, such as the Oklahoma Quality Award, that contained criteria modeled after Baldrige

  10. Reactions • Rapid-Cycle well-received • Busy employees less than enthusiastic about applying for awards • Emphasized that the focus was not to win award • It was a way to get better faster • Employees became more positive

  11. Success! • Facilities began winning state awards • Oklahoma Quality Award • Bone & Joint, 1996 • St. Anthony, 1998 • Several other facilities in our system won their respective state awards • Our quality efforts gained momentum

  12. Key Gaps Identified • 1998 – Began yearlong process to rearticulate mission • Lacked a single mission for entire organization • Involved 3,000 employees at all levels of organization to rearticulate the mission statement • 1999 – New mission statement unveiled

  13. Our Mission Through our exceptional health care services, we reveal the healing presence of God.

  14. Feedback from our 1999 Baldrige application revealed that they loved the mission statement ... By the way, how do you define “exceptional?”

  15. Defining Exceptional • Five characteristics • Exceptional patient, employee and physician satisfaction • Exceptional clinical outcomes • Exceptional financial results

  16. Deploying Our Mission • Established goals as a part of the strategic, financial and human resources planning process • Developed department posters and employee passports to ensure alignment of goals across the organization

  17. Employees know in a specific and measurable way how they contribute to Our Mission

  18. What We Learned • Three major learnings • Measure what we say is important • Use comparative data to compare ourselves to the BEST – average isn’t good enough • Institute a consistent deployment process

  19. The Benefits of Baldrige • Learning tool and systematic approach • Better understanding of our organization, strengths and opportunities to improve • Framework, focus and discipline • Encouraged us to share information across our facilities, learn from others

  20. Most Significant Result • Deeply entrenched culture of continuous quality improvement • Every employee, every physician focused on the reality that everything CAN and MUST be improved

  21. Our Quality Journey • Baldrige - a milestone on a journey, but by no means the end • Continue to improve, share what we have learned • Greatest lesson is to trust in the potential of the human spirit – employees earned the award • They reveal the healing presence of God to those we serve every day

More Related