Today’s Webinar will begin at 11:30PM PST

4/25/12

Introduction

More Introduction

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Our Presenters Today:

• Suki L. Wright, MSM, CSSBB, Director of Organizational Excellence & Innovation, Schneck Medical Center

• Amy Pettit, MSN, RN, NE-BC, CSSBB, Director of Nursing Excellence and Innovation, Schneck Medical Center

• Matt Chandler, MS, MBA, RDCS, CES, Director of Cardiovascular Services, Schneck Medical Center

CrossroadsSchneck Medical Center’s Journey to ExcellenceSuki Wright, MSM, CSSBBDirector of Organizational Excellence and Innovation

Amy Pettit, MSN, RN, NE-BC, CSSBBDirector of Nursing Excellence and Innovation

Matt Chandler, MBA, MSDirector of Cardiovascular Services

Seymour

Seymour, Indiana

Schneck Medical Center

• Not-for-profit, county-owned hospital• Facilities include:

– Main campus, 93 all-private suites– State-of-the-art Cancer Center– Rehabilitation Center– Three Convenient Care Centers

Key Concepts

*Seymour

• History of Journey

• Crossroads

• Transformation of our Journey

If you don’t know where you are going, any road will

get you there. Lewis Carroll, Novelist

Crossroads

Racing Towards Excellence2010

Mock Site Visit

KEEP MOVING

Roadmap to

Excellence

2 0 0 3

Committed to Journey

2006 Magnet Site Visit & Designation

2011 Magnet Site Visit & Re-designation

2011 Baldrige Recipient

2008 Submitted to

OPE

2009 OPE

Site Visit

2010 Application

2011 Application

2007 Application

1st National Site Visit

Baldrige evolution

One Department

One Committee

Six Committees

A member of AEC (Administrative Executive Committee) leads each of the categories.

The way we do our work

2003

Committed to Journey

2007

National Application

First Baldrige application written in 3 months!

Challenges •Understand the criteria•Lack of state program•Understanding the feedback report•Complete new assessment or work on OFIs?

History of the Journey

2008

Submitted to OPE

• Quest for Excellence• Ohio Partnership for Excellence (OPE)• Applied to State Program • Automatic Site Visit

History of the Journey

First Turning Point - Site Visit

• Growth from preparing for site-visit• Mentors

– Prescriptive– Shared Best Practices

• Coach / Consultant• Renewed commitment to journey

2009 OPE Site Visit

• Improvements accelerated• Dots started to connect• We began to have traction

First Turning Point - Site Visit

Journey begins to transform

Changes ahead

Leadership goes first

• Alignment– Why are we here?– Who are we here for?– What do we do well?– Where are we going?– How are going to get there?

Hu

man

R

eso

urc

es

Fis

cal

&

Op

era

tio

ns

Cu

sto

mer

S

ervi

ce

Mission: To provide quality healthcare to all we serve.

Qu

ali

ty o

f C

are

Vision: To be a healthcare organization

of excellence… every person, every time

Values: Integrity + Compassion + Accountability + Vision = Excellence

PILLARS of EXCELLENCE

Stakeholders: Patients, Patient’s Family, Community, Workforce

SetDirection

Developstrategies,

objectives, &options

AlignProcesses& People

Deploythe Plan

Evaluate& Improve

Hu

man

R

eso

urc

es

Fis

cal

&

Op

era

tio

ns

Cu

sto

mer

S

ervi

ce

Mission: To provide quality healthcare to all we serve.

Qu

ali

ty o

f C

are

Vision: To be a healthcare organization

of excellence… every person, every time

Values: Integrity + Compassion + Accountability + Vision = Excellence

PILLARS of EXCELLENCE

Stakeholders: Patients, Patient’s Family, Community, Workforce

Hu

man

R

eso

urc

es

Fis

cal

&

Op

era

tio

ns

Cu

sto

mer

S

ervi

ce

Mission: To provide quality healthcare to all we serve.

Qu

ali

ty o

f C

are

Vision: To be a healthcare organization

of excellence… every person, every time

Values: Integrity + Compassion + Accountability + Vision = Excellence

PILLARS of EXCELLENCE

Stakeholders: Patients, Patient’s Family, Community, Workforce

Hu

man

R

eso

urc

es

Fis

cal

&

Op

era

tio

ns

Cu

sto

mer

S

ervi

ce

Mission: To provide quality healthcare to all we serve.

Qu

ali

ty o

f C

are

Vision: To be a healthcare organization

of excellence… every person, every time

Values: Integrity + Compassion + Accountability + Vision = Excellence

PILLARS of EXCELLENCE

Stakeholders: Patients, Patient’s Family, Community, Workforce

SetDirection

Developstrategies,

objectives, &options

AlignProcesses& People

Deploythe Plan

Evaluate& Improve

Evaluate& Improve

Developstrategies,

objectives, &options

SetDirection

AlignProcesses& People

Deploythe Plan

Hu

man

Res

ou

rces

Fis

cal &

Op

erat

ion

s

Cu

sto

mer

Ser

vice

Mission: To provide quality healthcare to all we serve.

Qu

alit

y o

f C

are

Vision: To be a healthcare organization

of excellence… every person, every time.

Values: Integrity + Compassion + Accountability + Vision = Excellence

PILLARS of EXCELLENCE

Stakeholders: Patients, Patient’s Family, Community, Workforce

Set Direction

Develop strategies, objectives, & options

Align Processes& People

Deploy the Plan

Evaluate& Improve

• Operational vs. Functional

Leadership goes first

Defined Excellence

• Defined excellence for each of the pillars – Set benchmarks & goals

Human Resources

Fiscal & Operations

Quality of Care

Customer Service

Inclusion & Transparency

• Strategic Planning Process– Key Stakeholders

• President Meeting– Share minutes and financials with all staff

Making it Formal

• Identified Key Processes• Process Maps• Operational Rhythm

Scorecard Reviews

Performance Improvement

Project Review

Set Direction & Develop Strategies

Alig

n P

eop

le &

Pro

cesses

Deploy the Plan

Eva

luat

e &

Imp

rove

Stakeholder Buy-In

Strategic Planning

Org-Wide Dashboard

Cascading Scorecards

Employee Goal &

Compensation Alignment

Process Management

Scorecard Reviews

Project Reviews

Ongoing Performance Improvement

Strategy Operational

Rhythm

Accountability

• Key Process Owners

• Set metrics and goals

• Cascading goals

• Report Outs

Crossroads

Move forwardQuit

Change paths

Second Turning Point

• Fully Committed

• Complete Alignment

• Integration

• How we did our work

Moving Forward

• 2010 applied to National Program- Hired examiners for a “mock” site visit

Keeping the momentum

• 2011 applied to the National Program- First national site visit

• 2011 Baldrige Recipient

0

1

2

3

4

5

61.1

1.2

2.1

2.2

3.1

3.2

4.1

4.2

5.15.2

6.1

6.2

7.1

7.2

7.3

7.4

7.5

2007

0

1

2

3

4

5

61.1

1.2

2.1

2.2

3.1

3.2

4.1

4.2

5.15.2

6.1

6.2

7.1

7.2

7.3

7.4

7.5

2009 2007

0

1

2

3

4

5

61.1

1.2

2.1

2.2

3.1

3.2

4.1

4.2

5.15.2

6.1

6.2

7.1

7.2

7.3

7.4

7.5

2009 2010

0

1

2

3

4

5

61.1

1.2

2.1

2.2

3.1

3.2

4.1

4.2

5.15.2

6.1

6.2

7.1

7.2

7.3

7.4

7.5

2010 2011

Progression of improvements

THE RESULTSImprovements in all four pillars:

Quality of Care

Customer Service

Fiscal & Operations

Human Resources

167

108 106 89 97 8469 70

0

50

100

150

200

STEMI Times1Q 2010 - 4Q 2011

Two HospitalsOne Heart

90

Better

120

0

0.2

0.4

0.6

0.8

1

1.2

1.4

2008 2009 2010 3Q & 4 Q 2011

2011 UHC Top Decile = 0.51

Better

2011 UHC Top Quartile = 0.63

Risk Adjusted Mortality

Operating Margin

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

2007 2008 2009 2010 2011

Percen

tage

SMC S&P Median for A- Same Size Hospital - IHA

BetterOutperforming S&P

Operating Margin

Benchmark 2.8% for A rated hospitals

I would recommend employment here.

85%

92%

85%

2005 2007 2010

Highly Engaged Workforce

Better

Employee Engagement

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

Turnover Rate

2007 2008 2009 2010 2011

Better

24% Decrease

PHYSICIAN ENGAGEMENTPhysician Satisfaction Survey Results -

2009 / 2011 Comparison Data

78%

90%

0%

20%

40%

60%

80%

100%

As a Physician, I am satisfied with my current relationship with Hospital

2009 2011

10. Look Back to See How Far you have Come 9. Be Patient 8. Know when to Push, Educate, Slow Down, or Let Go7. Outside Perspective 6. Provide Ongoing Education 5. Identify Best Practices 4. Network with Others on Journey 3. Commit to Cycle 2. Baldrige Examiner 1. Senior Leadership Commitment

Top Ten Takeaways

David Letterman Born in Indianapolis and

graduated from Ball State University in Muncie Indiana

Crossroads

Even if you're on the right track, you'll get run over if you just sit there.

Will Rogers

Do nothing Move forward

CrossroadsSchneck Medical Center’s Journey to ExcellenceSuki Wright, MSM, CSSBBDirector of Organizational Excellence and Innovation

Amy Pettit, MSN, RN, NE-BC, CSSBBDirector of Nursing Excellence and Innovation

Matt Chandler, MBA, MSDirector of Cardiovascular Services

Notes will be on our website

Cynosure Quality Swap MeetMay 21, 2012

www.cynosurehealth.org

Thanks for joining us today