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Baldrige National Quality Program 2005Baldrige National Quality Program
Be the Best Leader, Lead the Best Organization: How
Baldrige Can Help You
Harry S. Hertz
NCHE Meeting
January 11, 2005
Baldrige National Quality Program 2005
Outline
Where Are We As Leaders?
What Are the Baldrige Criteria? How Do We Improve?
- Are We Making Progress?- Organizational Profile- Learn from Others
Tomorrow Morning
Baldrige National Quality Program 2005
Where Are We As Leaders?Committee of 200 Study – October 2004
933 Graduate Students and 807 MBA Graduates Companies are not run honestly
– 67% of female students– 57% of male students
Lack of ethics still is a serious issue– 70% of female graduates– 60% of male graduates
Business is not done ethically or honestly– 64% of graduates with jobs– 61% of students
Baldrige National Quality Program 2005
Where Are We as Leaders?
I believe the answer is enlightened organizational and labor leadership leading, with vision and conviction.
Baldrige National Quality Program 2005
What Are the Baldrige Criteria?
Performance ExcellenceAn integrated approach to organizational performance management that results in:• delivering ever-increasing value to
patients and other customers, contributing to improved health care quality
• improving organizational effectiveness and capabilities as a health care provider
• organizational and personal learning
Baldrige National Quality Program 2005
What Are the Baldrige Criteria for Performance Excellence?
A set of expectations or requirements
A structured approach to performance improvement
A framework for a systems view of performance management
Baldrige National Quality Program 2005
Criteria Purposes
To help improve organizational performance practices, capabilities, and results
To facilitate communication and sharing of best practices
To serve as a performance improvement tool
Baldrige National Quality Program 2005
How Do We Improve?
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 Measure Trust
Baldrige National Quality Program 2005
1a) I know my organization’smission.
StronglyDisagree
%
0
Disagree%
3
NeitherA/D%
3
Agree%
32
StronglyAgree
%
62
1b) My senior leaders use ourorganization’s values to guide us. 5 11 17 39 291g) My organization asks what Ithink. 6 12 22 41 192a) As it plans for the future, myorganization asks for my ideas. 8 20 20 36 187a) My customers are satisfied withmy work. 0 2 17 61 207e) My organization removes thingsthat get in the way of progress. 7 27 31 29 77f) My organization obeys laws ®ulations. 0 2 4 31 647i) I am satisfied with my job. 3 8 21 37 31
Are We Making Progress?N=228
Baldrige National Quality Program 2005
Baldrige Examiner Results - Differences Greater than 20%
% Employees % Leaders
2b. Employees know plans that effect them
68 42
3d. Employees ask if customers satisfied 74 45
4a. Employees know how to measure work quality
80 48
4b. Employees know how to analyze work quality
80 32
4c. Employees use analyses to make decisions
74 24
4d. Employees relate their measures and business results
62 35
5a. Employees can make work improvements
83 61
6b. Employees collect data on work quality
69 38
7d. Employees time and talent used well 57 37
Baldrige National Quality Program 2005
% Employees % Leaders
3c. Customers tell employees their needs
77 75
4f. Employees know how organization is doing
57 55
5b. Employees work as a team 74 76
5e. Safe workplace 89 88
7e. Organization removes barriers 36 35
7f. Organization obeys laws 95 95
7g. Organization has high standards 82 83
7h. Employees are satisfied with job 68 67
Baldrige Examiner Results Similar Perceptions
Baldrige National Quality Program 2005
How Do We Improve?“Are We Making Progress?” Discussion
Points Ask your employees for their ideas for
the future Ask your employees about
organizational barriers to progress Ask your employees how they analyze
work quality and make decisions Ask about the differences in leadership
and employee perceptions
Baldrige National Quality Program 2005
How Do We Improve?
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
Baldrige National Quality Program 2005
Organizational Profile
Organizational Description– Organizational Environment– Organizational Relationships
Organizational Challenges – Competitive Environment – Strategic Challenges– Performance Improvement System
Baldrige National Quality Program 2005
Organizational ProfileRelationships
Organizational structure and governance system
Key patient/customer groups or market segments and their key requirements
Most important suppliers/dealers/partners and supply chain requirements
Key supplier and customer partnering relationships and communication mechanisms
Baldrige National Quality Program 2005
How Do We Improve?
“Organizational Profile” Discussion Points
Do you know the answer? Would your organizational colleagues
give the same answer? Who are your key customers and what
are their requirements? What are your strategic challenges?
Baldrige National Quality Program 2005
How Do We Improve?
…What are management and employees measuring?
Customer RequirementsDeck Furniture
Baldrige National Quality Program 2005
1999 & 2000 Award Process Mean Item Percentage Scores: All Business Categories (Stage 1 and
Award Recipients)
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
1.1 1.2 2.1 2.2 3.1 3.2 4.1 4.2 5.1 5.2 5.3 6.1 6.2 6.3 7.1 7.2 7.3 7.4 7.5
Item
Mea
n P
erce
nta
ge
Sco
res
Award Recipients
Stage 1
Baldrige National Quality Program 2005
Baldrige Role Model Characteristics -
Business (2001 & 2002), Business (1999 & 2000), Education (2001)
Visionary Leadership Guidance (1.1) Process Driven (6.1) Customer and Market Knowledge (3.1)
Baldrige National Quality Program 2005
Early Adopters -Business (2001 & 2002), Business (1999 & 2000), Education (2001
& 2002)
Process Driven (6.1) High Performance Work Systems (5.1) Customer and Market Knowledge (3.1) Visionary Leadership Guidance (1.1)
Baldrige National Quality Program 2005
How Do We Improve?
“Lessons Learned” Discussion Points What are your organization’s values?
How do you demonstrate them? How do you motivate employees? What are your key processes? How do you listen and learn from
customers? How do you align work, jobs, and
processes?
Baldrige National Quality Program 2005
SSM Top 10 Lessons Learned from Using Baldrige
10.Don’t wait until you are “ready.”
9.It takes longer then you think.
8.Everyone must be involved and understand what’s important.- CEO, medical staff, support staff...
Baldrige National Quality Program 2005
SSM (continued)
7.It’s important not just to understand the Baldrige health care criteria, but also to understand the connections among the criteria.
- A systems perspective
6. In well-run organizations, everything is intentional.
5. Never confuse activity with accomplishment
- Measure results and outcomes,
not activity
Baldrige National Quality Program 2005
SSM (continued)
4. You don’t know what you don’t know until someone tells you.
3. So, you say you want to be exceptional…- “Through our exceptional health
care services, we reveal the healing presence of God.” SSM mission
2. If you’re in this to win, don’t bother.
Baldrige National Quality Program 2005
SSM (continued)
1. Leadership is not seeing which way the parade is moving and running to the front.- “Leadership is getting people from
where they are to where they have not been.” Henry Kissinger
Baldrige National Quality Program 2005
Tomorrow Morning
Consider Using Are We Making Progress?, Organizational Profile, Lessons Learned, Baldrige Criteria- But choose among them
Consider the Discussion Points- Stimulate a discussion- Do some data gathering- But choose your focus
Baldrige National Quality Program 2005
Tomorrow Morning
“The task of the leader is to get people from where they are to where they have not been.”
Henry Kissinger
You can be that leader