Upload
delphia-horn
View
218
Download
1
Tags:
Embed Size (px)
Citation preview
AHCA AHCA Quality Quality
SymposiumSymposium
St. Louis, St. Louis, MissouriMissouri
February 6, 2009February 6, 2009
Sustaining The GainSustaining The Gain
from Tom Peters:
“Excellent firms don’t believe in excellence –
only in constant improvement and constant change.”
In Search of Excellence: Lessons From America’s Best Run Companies
The Human FactorQuality does not improve on its ownPeople tend to look at people when
things go wrong (94% of problems are related to systems)
People tend to jump to solutionsPeople forget to check if their
solutions worked
Models to Model Models that provide a framework for
organizational quality: International Organizations for Standardization ISO
9001 Malcolm Baldridge National Quality Award
Models that provide methods for improving quality processes: The Deming System (PDCA/PDSA) Toyota Production System (LEAN/Just in Time) Six Sigma (Eliminate Defects) (5 Whys)
Disclaimer!
I Only Know
What I Know
Our ChallengesOur Challenges
SilosSilosDataDataProcessesProcesses
SilosVertical, HorizontalVertical, Horizontal
Not my JobNot my Job
Learning to IntegrateLearning to Integrate
Voicing ExpectationsVoicing Expectations
Data:Too Little/Too Much…Too Little/Too Much…Too Confusing! Too Confusing!
How Do I…How Do I…Acquire, Present, Use, Crunch, Acquire, Present, Use, Crunch, Understand, Validate, Understand, Validate, Compare…?Compare…?
Processes:Why? Why? (Why, Why, Why, Why?)(Why, Why, Why, Why?)
Who?Who?
What?What?
When?When?
Where?Where?
How?How?
I USED TO RUN I USED TO RUN A BETTER A BETTER NURSING NURSING
HOME!HOME!
Our JourneyOur Journey
Processes:SIPOCSIPOC
Critical to Quality AttributesCritical to Quality Attributes
PDCAPDCA
Processes - SIPOC
The things necessary to perform the value-added tasks of the process.
Process Performers:
The individuals or groups who perform the value adding tasks in the process.
The individuals or groups who receive the outputs of the process; they do define the requirements of the outputs.
The products or services that the process delivers.
Key Performance Measures: The measures used to determine the “goodness” of the performance of the process; i.e., quality, cost, cycle time, satisfaction, value.
Stakeholders:
The individuals or groups that have a vested interest in the performance of the process but do not define the requirements of the outputs.
Process Owner: The person who is responsible for the goodness of the process irrespective of whether they own all of the resources performing the process
t (start): the most significant starting or triggering event that starts the process
t (done): the most significant completion event of the process cycle
Process frequency (volume): The rate of repetition of the process; i.e., how often the process occurs
Inputs: Customers:Process Name: the working name
of the processOutputs:Suppliers:
The individuals or groups that provide the inputs for the process.
Processes –Critical to Quality
Attributes Who Says This (which customer?)
Relative Importance Level?
How We Measure It?
What is Current Value/Level?
Product Reliability
Service Quality
Price
Processes - PDCA
Plan
Check
Act
Do
Data
Developed In House “Experts”Analysis and Presentation tools
– using ExcelMore Vigorous Search for Valid
Comparison Data Sources
Departmental Quality Plans
Indicators• High Volume• High Risk• Problem Prone• Sentinel
ThresholdsAction Plans
• Quarterly Plans, IDT Plans
Sustaining the GainSustaining the GainCan It Be DoneCan It Be Done
??
20 Leaders Said:
An impromptu ask, 2 responses each:
Leadership: 7 responsesStrategy: 6 responsesWork Force: 8 responsesCustomer Focus: 7 responsesProcess: 12 responses
Leadership
Our leaders challenge us to strive for excellence
Leaders do what they need to do, no one waits to be told what to do
Our different styles of leadership work well together
We want to follow our leaders High Accountability Factor
Strategy
We follow our plan We take time out to plan our future We think outside the box We plan our role as a facility, and
for our community. We have a balanced plan
Work Force
Our staff “get” and live out our Mission and Values
What we do, we are all doing well We work well together We all get after ourselves when things
slip, we don’t hide problems, or wait for someone to point out problems
Customer Focus
Everyone comes together for what our residents want and need
Every Resident is an Individual We look at residents’ quality of life
holistically, not just medically We know whose home this is, and
everyone works together to respond to what our residents’ want and need
Processes
Our processes work – we are proactive instead of reactive
We look for problems to fix, and not wait until they become “real” problems
A well oiled machine – each department does their job well
We challenge the normal acceptable standard, to make our own high standards
Results – Over Time Health Care: 5 of 5 still excellent results
– 4 of 5, no longer on “the radar” Customer: 7 of 7 still excellent Finance/Market: 10 of 10 still excellent Work Force: 4 of 5 still excellent Organization Effectiveness: 3 of 3 excellent Governance/Social Responsibility: 9 of 9 still
excellent
Jon Frantsvog, Administrator/CEOJon Frantsvog, Administrator/CEOSt. Benedict’s Health Center St. Benedict’s Health Center & Benedict Court& Benedict Court851 4th Avenue East851 4th Avenue EastDickinson, ND 58601Dickinson, ND 58601701 456 7305701 456 [email protected]@bhshealth.org
Thank You!Thank You!
Questions?Questions?