Soaring to New Heights 2009-2010 Journey Highlights Slide 2
AnMed Health History Officially opened in 1908 Jennie Gilmer
founder 25 Beds Today South Carolinas largest independent
not-for-profit health system 578 Licensed Beds 3400 staff members
Slide 3 Facilities Medical Center Campus 461 Bed Acute Care
Facility Level II Trauma Center Slide 4 Facilities North Campus 72
Bed Womens and Childrens Hospital Level II Nursery Cancer Center
Oglesby Center Outpatient Diagnostic & Testing AnMed Health
Family Medicine Residency Physician office complex Slide 5 AnMed
Health Rehabilitation Hospital 45 Bed Acute Rehab Hospital Joint
Venture with HealthSouth 2009 and 2010 #1 Hospital in the US Slide
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. Slide 7 Our Vision Our
vision is to be recognized and celebrated as the gold standard for
healthcare quality and community health improvement. Slide 8
Building Blocks 1.Exercising a Passion for Serving Others
2.Exceeding Expectations 3.Pursuing Excellence and Quality
4.Fostering a Nurturing Culture 5.Living a Culture of Yes
6.Benefiting the Community 7.Practicing Financial Responsibility
8.Maintaining High Standards 9.Embracing Differentiology 10.Living
the Credo.Were in This Together Slide 9 Highlights from our Journey
Slide 10 Organizational Approach Conduct Gap Analysis to the
Baldrige criteria - South Carolina Governor's Quality Award Utilize
feedback to drive further organizational improvements Slide 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 Slide 12 Examples of Gold Standard Results Slide 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 Slide 14 Key Results Slide 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)
Slide 16 Key Accomplishment: Changed Flow and Layout of Process
Area Pre-Event Spaghetti Diagram The SAC Kaizen Team Slide 17 1,100
Sq Ft Final Spaghetti Diagram Key Accomplishment: Changed Flow and
Layout of Process Area The SAC Kaizen Team Reduced walking per
year: RN 86.5 Miles Reg 139.3 Miles EKG/ Lab 229.2 Miles Slide 18
The SAC Kaizen Team 100 % below goal since Kaizen in Aug 2009 Slide
19 The Journey Continues Utilization of feedback report to further
improve as an organization Share results Develop action plans as
appropriate Involvement of staff Slide 20 In Summary. Slide 21
Soaring to New Heights 2009-2010 Journey Highlights
