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CareScience 2005 National Conference
The Baldrige Process
John Vinyardand
John Latham
GENITECT, LLC © 2005
CareScience 2005 National Conference
Overview
• The Award• Why Apply• Four Key Concepts
– Key Factors (context)– Core Values and Concepts (design principles)– The Performance Excellence Model (system)– The Path to Performance Excellence (maturity model)
• The Leadership System– Integrated System– Healthcare Examples
• Learn More?
CareScience 2005 National Conference
The Malcolm Baldrige National Quality Award
• The highest award for performance excellence given by the U.S. Government
• Under the Department of Commerce• Emulated by countries around the world• Synonymous with high performance
CareScience 2005 National Conference
Healthcare Category Recipients
• Robert Wood Johnson University Hospital Hamilton - 2004
• Baptist Hospital, Inc. - 2003• Saint Luke’s Hospital of Kansas City - 2003• SSM Healthcare - 2002
CareScience 2005 National Conference
States With State, Local, or Senate Productivity Award Programs
CareScience 2005 National Conference
Quality Awards Around the World
CareScience 2005 National Conference
Why Apply?
“It amazes me that U.S. businesses spend so much money on ‘how-to’ books and coursework to teach leaders how to build successful organizations. My recommendation: implement the Baldrige-based
Criteria in your business. No other single document can help build a long-term successful organization.”
Jerry Rose, PresidentSunny Fresh Foods
Baldrige Award Recipient, 1999
CareScience 2005 National Conference
Customers
Employees
Investors
PerformanceManagement
System
Suppliers& Partners
1. Key Organization Factors• Organizational Description
a. Org Environmentb. Org Relationships
• Organizational Challengesa. Competitive Environmentb. Strategic Challengesc. Perf Improvement System
2. Design Principles• Visionary Leadership• Customer-driven Excellence• Organizational & Personal Learning• Valuing Employees & Partners• Agility• Focus on the Future• Managing for Innovation• Management by Fact• Social Responsibility• Focus on Results & Creating Value• Systems Perspective
4. Maturity Model• Reacting to Problems• Early Systematic Approach• Aligned Approach• Integrated Approach
Four Dimensions of thePerformance Excellence Model
This is Who We Are
This is What We Believe
This is What We Do
This is How Well We Do
It
3. Business Systems• Leadership • Strategy• Customer and Market Focus• Measurement, Analysis and
Knowledge Management• Human Resource Focus• Process Management• Results - Scorecard
CareScience 2005 National Conference
The Context – Key Factors
• Organizational Description– Organizational Environment– Organizational Relationships
• Organizational Challenges– Competitive Environment– Strategic Challenges– Performance Improvement System
CareScience 2005 National Conference
Core Values and Concepts
1. Visionary Leadership2. Patient-Focused Excellence3. Organizational and Personal Learning4. Valuing Staff and Partners5. Agility6. Focus on the Future7. Managing for Innovation8. Management by Fact 9. Social Responsibility and Community Health10.Focus on Results and Creating Value11.Systems Perspective
CareScience 2005 National Conference
The Baldrige Performance Excellence Model for Healthcare
CareScience 2005 National Conference
Path to Performance Excellence
StrategicLeadershipStrategic
Leadership
Execution ExcellenceExecution Excellence
BasicSystem
Reacting toProblems
Reacting toProblems
BasicSystemBasic
SystemReacting toProblems
Reacting toProblems
Great services butnot meeting the needsof the key stakeholders
Key stakeholders initiallyvery excited but ultimatelydisappointed when you
can’t executeBoom Bust Curve!
SystematicApproach
SystematicApproach
1
SystematicApproach
SystematicApproach
11
Alignment
Alignment
2Alignment
Alignment
22
Integration
Integration
3Integration
Integration
33
OrganizationalLearning
OrganizationalLearning
Adapted from: Tang, V. & Bauer, R. (1995). Competitive Dominance
CareScience 2005 National Conference
The Baldrige Bottom Line
=Process Points
CareScience 2005 National Conference
Leadership
Successful leaders create an environment for peak
performance.
Ed Schaniel
CareScience 2005 National Conference
Understand Stakeholder
Requirements and Expectations
Develop, Recognize and
Reward
Set Direction
Communicate Direction
Develop Strategic and Action Plans
Review and Analyze
Performance
Adjust the Plans
Execute the Plan“Run the
Business”
Build Commitment
Role ModelMake Behavior and Process Changes
Measure and Understand
Results
Resource, Motivate, and
Empower
Leadership System Leader task or behavior that cannot
be delegated
CareScience 2005 National Conference
Multiple Stakeholder Model
Patients andCustomers
Staff
Investors
PerformanceManagement
System
Suppliers& Partners
Community
Community
CareScience 2005 National Conference
Baldrige Bookends
Who Is The Customer,
Segment Or Group?P1b(2)
What Are The Customer
Requirements & Expectations
for Products and Services?
P1b(2)
How Are We PerformingAgainst The
Customer Requirements?
7.2
Is The Customer Satisfied?
7.1a(1)
Is The Customer
Loyal?7.1a(2)
XXX 1
2
3
6
3
2
CareScience 2005 National Conference
In Summary
Use This Business Model and You Will Never Run Out Of
Opportunities For Improvement
CareScience 2005 National Conference
Learn more: Book - CD-ROM - Web Site
www.baldrigeusersguide.com
CareScience 2005 National Conference
Presenters
• John Vinyard and John Latham• GENITECT, LLC• Atlanta and Colorado Springs• Clients use the Baldrige Model to accelerate
excellence• Senior Baldrige Examiners• Worked with 6 Baldrige Winners• Authors of the Baldrige Users Guide (a.k.a.
BUG)
Leveraging Your Organization’s Genius SM