Introductions
• Name• Organization and job responsibilities• Experience relative to TNCPE• Expectations for today
– Concerns?– Requests?
• Something you are “famous” for
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Time Management MatrixUrgent Not Urgent
Important
Not Important
from The Seven Habits of Highly Effective People by Stephen R. Covey
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• Crises
• Deadline-driven projects
• Trivia
• Busy work
• Some mail and calls
• Interruptions
• Some mail, meetings, reports
• Planning
• Prevention
• Recognizing new opportunities
An Effective Leadership System
• Common sense • Aligns the entire system to achieve the mission
and vision and live the values• Connects processes and results• Identifies gaps• Asks really good questions:
– “How do we know?”– “How can we do it better?”
• Works for any organization!
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Decision to apply leads to…
• How do I get started?• How do I gather the information I need?• How do I tell our story?• How do I organize all the work?Bonus:• TNCPE assessment process• Sharing best practices
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Before you get startedWhat is TNCPE?
What is the TNCPE process/timeline?What is required for each application level?
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Tennessee Center for Performance Excellence• Founded in 1993 as Tennessee Quality Award• Vision: to drive organizational excellence in
Tennessee• 501(c)3 nonprofit corporation• Staffed primarily by state-wide volunteers• Funded through corporate and individual
dues and award participant fees• Encourages use of the Baldrige
Criteria for Performance Excellence7
2011 Application Schedule• Submit Intent to Apply July 1, 2011
– 15 Copies of Organizational Profile• Submit Application August 1, 2011
– 15 Copies of Response to Criteria (Levels 2, 3 and 4)*• Examiner Assessment August-September• Site Visit October • Judges Review early December• Feedback Report December-January• Banquet and Conference February 2012
* Level 1 Applications are accepted year-round
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Step 1Conduct self-assessment
Step 2Submit application to TNCPE
Step 3Examiner review & site visit
Receive Feedback ReportStrengths and OFIs
Judging
TNCPE Award Program
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Examiners conduct Assessments
• Experienced in business, education, service, or healthcare management processes and results
• Knowledgeable in quality practices and improvement strategies
• Trained in a 3-day extensive preparation course – Criteria for Performance Excellence– Developing consensus– Writing feedback comments– Evaluation process– Site Visit analysis
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On site, the Examiner team will:
• Ask a lot of questions• Take a lot of notes• Review data and information• Act in a professional and responsible
manner• Respect the value of information shared
on-site
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After the Site Visit
• Debrief with your team; gather input and observations, and document lessons learned
‒ identify the “critical” opportunities for improvement ‒ develop an action plan‒ implement the changes and measure
the results• Use your feedback report to improve• Celebrate this milestone!
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Recognition Levels Commitment
Level 2AchievementLevel 3
ExcellenceLevel 4
Performance ExcellencePrinciples
Commitment and practice Outstanding examples of high-performance organizations
Processes Put in place some key process improvements
Demonstrate significant progress in building systematic processes
Exhibit processes that serve as role models for others, with some at or near “best-in-class.”
Results Process improvements are directly attributable to a fact-based improvement process. Results may or may not be evident; however, a measurement system should be in place.
Results for some key processes show improvement that is directly attributable to a systematic approach.
Demonstrate management excellence with superior results over time, directly attributable to a systematic well-deployed approach.
Practices Many practices from which other organizations can learn and grow.
Outstanding examples of high-performance organizations. Serve as role models for others.
Stair Steps to Excellence
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Level 4
Level 3
Level 2
Level 1
Interest Commitment Achievement Excellence
Org Profile Yes Yes Yes YesApplication
FocusOrg
ProfileBasic Item
requirementsOverall Item requirements
Multiple Item requirements
Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages
Site Visit ½ Day 1 Day 2 Days 3 Days
14
Choosing the Right Level• Consider the Performance Levels• Consider the Stair Steps to Excellence• How mature is your performance management
system?• What is the organization’s level of interest?• How much does it cost?
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High Value, Low Cost$150 Intent to Apply FeeApplication Fee = $150 +
• Members: + $3 per FTE ($30 min.; $5,000 max.)• Non-Members: + $5 per FTE ($50 min.; $6,250 max.)
Site Visit Fee:Small (1-99) Medium (100-500) Large (>500)
Member Non Member Non Member NonLevel 1 $150 $185 $300 $375 $450 $565Level 2 $300 $375 $600 $750 $1,200 $1,500Level 3 $600 $750 $1,200 $1,500 $2,400 $3,000Level 4 $900 $1,125 $1,800 $2,250 $3,600 $4,500
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Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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How do I get started?
Understand the CriteriaUnderstand your organization
2011-2012 Criteria Book• Table of Contents, p. iii• Criteria by category, p. 3• Guidelines for responding, p. 29• Category and Item Descriptions, p. 34• Core Values, p. 49• Glossary, p. 56• Information about applying, p. 71• Scoring Guidelines, pp. 68 & 69• TNCPE Recognition-level descriptions pp. vii & viii
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20
Item Format – page 29
Begin w/ Organizational Profile
• Describes the general nature of the organization– What is relevant and important– Key factors that influence how the
organization operates• Required for all TNCPE application levels• May be used by itself for initial
self-assessment
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Pal’s Sudden Service
P.1a (1) Pal’s product line consists of a focused group of food and beverage items with a unique flavor profile designed to meet our customers’ taste requirements. Our core menu consists of• Big Pal – a 1/3 lb. all-beef hamburger;• Hot Dog – an all-meat wiener featuring our meaty chili;• Chipped Ham – a heated deli-styled sandwich made with 96% fat-
free ham;• Big Chicken – a heated deli-styled sandwich made with 96% fat-free
chicken breast;• Frenchie Fries – extra-long fancy shoestring fries sprinkled with a
spicy seasoned salt;• Beverages – milkshakes, freshly brewed iced tea, (32-ounce
portions) and soft drinks; and• Breakfast – biscuits with country ham, sausage, and gravy.
25
Pal’s Sudden Service
Mission StatementDelight customers in a way that creates loyalty
Vision StatementTo be the preferred quick-service restaurant in our market by providing:• The quickest, friendliest, most accurate service available;• An experience that delights customers;• Daily excellence in our products, services, and systems execution;• Clean, organized and sanitary facilities;• Exceptional value; and• Training and motivation to engage all employees
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Pal’s Sudden Service
Key Business Drivers(Fig. P.1-5)• Quality• Hospitality• Speed• Accuracy• Cleanliness• Value• People
P.2a (2) The principal competitive factors that determine Pal’s success in our market are:• Food quality• Service speed• Total customer
experience• Food and labor cost• Pricing• Staff turnover 27
Pal’s Sudden Service
P.2b The four key strategic challenges faced by Pal’s are shown below, along with our main objectives:• Compete directly with much larger national chains that
have national reputations and much larger marketing budgets (Operational).
• Operate with a tight labor market (People Resource Management).
• Maintain and grow market share even as new competition comes into the market (Sustainability).
• Increase net profit margins as core raw costs are increasing. MAKE THE MOST OF ALL YOUR MOVING PARTS
Richland College links its priorities to its Strategic Challenges
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Pal’s Sudden Service
P.2c PERFORMANCE IMPROVEMENT SYSTEMPal’s has created an environment that promotes continual improvement. Pal’s leadership supports this environment by being a role model for its systematic evaluation and improvement processes. Because of the management-led and organization-wide focus on continual improvement, major results are improving. Some key processes that support systematic evaluation and improvement are ….
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Richland CollegePerformance Improvement System
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Exercise
Objective: Become familiar with the Organizational Profile and one technique to gather information
– Consider TNCPE as the organization– By “walking the wall,” brainstorm content for each of
the Organizational Profile items listed– By participating in a facilitated discussion, summarize
content for each item
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TNCPE CulturePurpose To strengthen Tennessee’s economy
Vision To drive organizational excellence in Tennessee
Mission To lead organizations in the pursuit of performance excellence, improving results and contributing to the economic vitality of their region.
Values Customer Focus; Leadership; Integrity; Collaboration; Excellence; Continuous Improvement; Respect
Core Competencies
Training volunteers; Operating an effective Awards program
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Definition Your Organization
Purpose
Mission
Vision
Values
Are they well deployed? Actionable? Measurable?
CoreCompetencies
Why does yourorganization exist?
What are you trying to accomplish?
Where are you headed?
What are your guidingprinciples?
What are your areas of greatest expertise?
Tips for getting started• Read the Criteria booklet• Begin with the Organizational Profile
– Use Organizational Profile as the anchor as you draft responses for each Category
• Decide on a format early in the project– Two-column, 10 pt. text is typical– MS Word, Excel, and PowerPoint work fine – Baldrige applications are great examples– Allocate pages to each category– Choose first- or third-person voice
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Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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Tools to Help along the Journey
“If you always do what you’ve always did…you’ll always get what you always got.”
Unknown
Key Concepts
• Keep it Simple (KISS) • Start with your Vision and Mission • Understand “Performance Excellence”• Be honest – it’s okay where you are• It’s about improving processes –
not people • Benchmark for breakthrough
improvement ideas MAKE THE MOST OF ALL YOUR MOVING PARTS 38
Performance ExcellenceThe term “performance excellence” refers to an integrated approach to organizational performance management that results in
1) delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability;
2) improvement of overall organizational effectiveness and capabilities; and
3) organizational and personal learning.The Baldrige Criteria for Performance Excellence provides a framework and an assessment tool for understanding organizational strengths and opportunities for improvement and for guiding planning efforts.
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Exercise
Objective: Given your organization’s Vision, what is your approach to Performance Excellence?
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MRMC JOURNEY TO EXCELLENCE
A Case Study
MRMC Baldrige Timeline 2005 – new CEO – TNCPE Application:
Interest Level 2006 – TNCPE Level 2 2007 – TNCPE Level 3 2008 – TNCPE Level 3 2009 – TNCPE Level 4 2010 – National Baldrige Application
MRMC Mission: To serve our region with clinical excellence and
compassionate care. MRMC Vision: Extraordinary People. Extraordinary Care.
Maury Regional Medical Center strives to deliver, for every patient every day, a premier and innovative health care service by combining world class outcomes within a personalized, caring environment.
MRMC Values Patient-focused
Provide care with love and compassion
RespectTreat everyone as we wish to be treated
Integrity Do the right thing for the right reason
Dedicated Be committed to achieving excellence
Enthusiastic Be positive and friendly
STRATEGIC OBJECTIVES
QUALITY: Achieve best practice clinical outcomes
SERVICE: Achieve excellence in patient satisfaction
PEOPLE: Attract, develop and retain a highly qualified healthcare team
FINANCIAL: Produce the financial resources to achieve the mission and vision
GROWTH: Increase market share by providing excellent care
Description of Measure Q106
Q206
Q306
Q406
Q107
Q2 07
Q307
Q407
Q108
Q208
Q308
Q408
Q109
Q209
Q309
Q409
Jan 10pre
Feb10pre
HF- Adeq Discharge Instructions 93 83 79 87 76 81 83 78 78 86 88 87 90 93 93 97 96 95
HF - LVF Assessment 92 97 91 90 92 99 91 97 96 99 95 97 100 100 99 100 100 100
HF – /ARB for LVSD 92 69 83 87.5 84 97 100 87.5 96 96 100 89 91 95 97 94 100 93
HF – Adult Smoking Cessation 96 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
HF – Evidence Based Care Score -- 77 71 75 74 83 80 77 78 87 89 82 90 93 93 94 97 95
PNEU – Pneumococcal Vaccine 87.5 80 71 93 94 91 77 89 94 100 90 95 100 95 89 93 92 100
PNEU - Bld Cult w/i 24 hrs of CC admit -- -- -- -- -- 75 80 80 100 100 100 100 100 100 100 100 100 100
PNEU – Bld Cult Prior to Antibiotic 97 96 96 100 95 94 86 100 83 96 95 88 94 95 95 96 85 100
PNEU – Adult Smoking Cessation 83 100 92 100 100 100 100 100 100 94 100 100 100 100 100 100 100 100
PNEU – Antibiotic Within 6 Hours -- -- -- -- -- 97 88 95 95 100 92 97 98 97 96 93 87 100
PNEU – Antibiotic Select – ICU Pts 0 100 -- 100 100 100 100 100 -- 50 -- 75 100 100 33 100 0(0/1)
33
PNEU – Anti Select – non-ICU Pts 95 85 100 92 100 95 100 89 85 92 91 95 95 89 100 87 100 80
PNEU – Influenza Vaccine 86 -- -- 78 100 -- -- 85 93 -- -- 90 96 -- -- 91 100 100
PNEU – Evidence Based Care Score -- 71 74 68 93 82 66 80 80 93 85 82 92 89 84 83 74 86
STK – VTE Prophylaxis -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 74 87.5 85
STK – Antithrombotic Therapy at DC -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 100 100 87.5
STK – Anticoag Therapy for A-fib -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 75 100 --
STK – Thrombolytic Therapy -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 100
STK – Antithrombotic by Hosp Day 2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 96 100 100
STK – Statin at DC -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 78 86 92
STK – Stroke Education -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 71 86 80
STK – Assessed for Rehab -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 92 87 87.5
STK – Evidence Based Care Score -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 51 71 67
AMI – Aspirin At Arrival 97 100 100 95 95 98 100 97 100 98 100 94 100 98 97 98 100 100
AMI – Aspirin At Discharge 98 94 100 100 100 98 100 100 100 100 100 100 96 98 96 99 100 100
AMI – /ARB for LVSD 91 91 91 100 96 100 100 95 100 100 100 100 100 100 100 90 100 100
AMI – Beta Blocker At Arrival 100 92 96 100 97 100 91 95 100 100 100 100 93 -- -- -- -- --
AMI – Beta Blocker At Discharge 94 100 100 96 100 100 100 100 100 98 97 100 100 98 98 100 96 100
AMI – Adult Smoking Cessation 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100
AMI – PCI Within 90 Minutes 60 56 60 50 73 65 75 87 100 100 93 90 92 100 100 89 100 100
AMI – Median Time to PCI (minutes) 80 86 72.5 101 71 82.5 72 72 63 61.5 59 65 64.5 67.5 54 57 50 81.5
AMI – Mean Time to PCI (minutes) 134.5 160.4 79.2 107.5 73.7 95.0 91.5 69.7 59.1 61.2 55.9 65.5 69.0 65 57.8 66.7 51 81.5
AMI – Inpatient Mortality 6.5 9 4 1.8 4.3 3 3.4 2.5 0 0 5.7 0 7.7 2.2 0 0 0 0
AMI – Evidence Based Care Score -- 85 87 89 91 87 90 92 100 97 97 95 94 97 93 94 97 100
HOP /CP-Aspirin at Arrival -- -- -- -- -- -- -- -- -- 80 87 93 92 90 89 92 100 90
HOP /CP-Mean Time to ECG (min) -- -- -- -- -- -- -- -- -- 7.13 6.19 19.1 8.29 41.1 10.2 11 3.5 10.6
HOP Surg – Antib 1 Hr Prior to Incision -- -- -- -- -- -- -- -- -- 95 94 93 83 92 95 89 96 92
HOP Surg – Antibiotic Selection -- -- -- -- -- -- -- -- -- 81 89 78 83 89 95 94 100 96
SCIP – Ax One Hr Prior to Incision 90 96 95 95 93 97 80 67 83 94 97 99 98 97 97 99 95 100
SCIP – Ax Selection 96 92 95 97 94 98 94 83 93 98 93 85 96 97 95 97 90 97
SCIP – ’d within 24 hrs 78 85 81 83 83 92 88 83 87 91 94 97 91 94 94 94 92 97
SCIP – Cardiac Post op 6am Glucose -- -- 80 76 85 100 100 96 100 100 88 100 100 100 100 100 100 100
SCIP – Appropriate Hair Removal -- -- 95 98 100 99 99 99 99 99 100 100 100 100 100 100 100 100
SCIP – Colorectal post op normothermia -- -- 100 100 89 100 100 93 91 100 83 85 100 92 100 -- -- --
SCIP – Perioperative Temp Mgt -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 99 100 100
SCIP – Urin Cath Removal POD1/2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 76 88 88
SCIP – Perioperative Beta Blocker -- -- -- 75 78 82 71 94 96 95 94 94 87 91 93 93 92 100
SCIP – VTE Prophylaxis -- -- -- 90 90 87 85 82 91 95 91 89 100 93 83 88 67 100
SCIP – VTE Prophylaxis Timeliness -- -- -- 89 87 85 82 80 85 93 90 94 97 93 74 88 53 94
SCIP – Evidence Based Care Score -- -- -- 77 80 82 72 63 73 86 84 85 89 90 87 83 77 90
ASTH – Relievers for IP Asthma -- -- -- -- -- -- 100 100 100 100 100 100 100 100 100 100 100 100
ASTH – Systemic Corticosteroids for IP -- -- -- -- -- -- 92 100 100 100 100 100 100 100 100 100 100 100
ASTH – HMPC Document Given -- -- -- -- -- -- 0 0 0 23 57 89 79 71 75 94 100 100
ASTH – Evidence Based Care Score -- -- -- -- -- -- 0 0 0 23 57 89 79 71 75 94 100 100
Current as of: 4/19/2010 @ 11:22 AM
MAURY REGIONAL MEDICAL CENTER - Administration
Keys to Success Factors
INDICATOR
Annual Annual Annual
Jul Aug Sep
1st
Oct Nov Dec
2nd
Jan Feb Mar
3rd
Apr May Jun
4th
YTDBaseline Benchmark Target Qtr Qtr Qtr Qtr
QUALITY
Evidence Based Score (%) 85 99 92 90 88 90 90 87 88 92 89 83 85 84 88
MAURY REGIONAL MEDICAL CENTER - Oncology/Medicine Service Line
Keys to Success Factors
INDICATOR
Annual Annual Annual
Jul Aug Sep
1st
Oct Nov Dec
2nd
Jan Feb Mar
3rd
Apr May Jun
4th
YTDBaselineBench-mark Target Qtr Qtr Qtr Qtr
QUALITY
AMSL Evidence Based Score (%) 80 100 90 95 90 94 93 85 83 92 87 72 83 79 87
MAURY REGIONAL MEDICAL CENTER - 3W
Keys to Success Factors
INDICATOR
Annual Annual Annual
Jul Aug Sep
1st
Oct Nov Dec
2nd
Jan Feb Mar
3rd
Apr May Jun
4th
YTDBaselineBenchmark Target Qtr Qtr Qtr Qtr
QUALITY
Overall Evidence Based Care Score (%) 88 100 90 94 85 91 90 93 78 89 88 80 89 85 88Pneumonia Evidence Based Care Score (%) 94 100 97 100 88 100 96 100 100 80 95 100 75 89 94CHF Evidence Based Care Score (%) 80 100 90 90 80 83 86 80 50 100 77 86 100 95 87.3
INDIVIDUAL GOALComplete discharge instructions for 100% of HF patients
Action Item Responsibility Performance Metric
Target Date to Complete
Initiated Status Date Completed
ACTION MATRIX TEMPLATE
How Organizations Use the Criteria
• Internal management self-improvement systemFocused on internal self-improvement efforts
• State performance recognition programEase of entry into process5, 15, 35, or 50-page application
• National Baldrige application50-page application
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Who are your key customers?
Key = those that are critical to achieving your intended outcome
Key Customers or StakeholdersCustomers = actual and potential users of your organization’s products, programs or services.Stakeholders = all groups that are or might be affected by an organization’s actions and success.
Key RequirementsWhat customers or stakeholders want or need from your products/services; the factors your customers use to decide whether to “buy” from you or your competitors
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Gap AnalysisProcess
Linked activities; Generally processes
involve combinations of
people, machines, tools, techniques,
materials, and improvements in a defined series of steps or actions.
As IsHow do we do it
now?
Should beWhat is the most effective way to
do it?
Vital FewWhat are a few easy
changes we could make right now?
How do you obtain information from your customers?
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Exercise
Objective: Using the Gap Analysis tool,describe how your organization listens to its customers.
Is it a systematic approach?
If not why not? It is okay where you are!
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Action Plan Development
Objectives Strategies When ProcessOwner
Measures DesiredOutcomes
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Easy way in Category 3Customers
Category 1Leadership
Category 2Strategic Planning
Category 5Workforce
Category 6Operations
Category 4Measurement, Analysis,
& Knowledge Management
Category 7Results
Improvement
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Exercise
Objective: Take an organizational success story and share it with your partner using the “easy way in” Criteria model.
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Process Questions (Categories 1 - 6)• Mostly “How” Questions• Processes are linked activities that produce a
product or service• Systematic processes are well-ordered,
repeatable, and use data and information so learning is possible
• Align to “what” questions, mostly from Organizational Profile
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MAKE THE MOST OF ALL YOUR MOVING PARTS
Planidentify an opportunity
and plan for change
Doimplement the
change on a small scale
Checkuse data to analyze the
results of the change and determine whether it
made a difference
Act If successful, implement it
on a wider scale and continuously assess your results; if unsuccessful, begin the cycle again.
PDCA
64
Alignment: “What” & “How” • Organizational Profile P.1b(2)
What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products, CUSTOMER support services, and operations? What are the differences in these requirements and expectations among market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups?
• Process Item – Customer Satisfaction and ENGAGEMENT 3.1b(1)HOW do you determine CUSTOMER satisfaction and ENGAGEMENT? How do these determination methods differ among CUSTOMER groups and market SEGMENTS, as appropriate?
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Guidelines for Process Responses
• Understand the meaning of “what” vs. “how”• Process responses should:
‒ describe the key steps in the process‒ give a clear sense of how it is done‒ show the process is systematic‒ show how the process is deployed‒ demonstrate cycles of improvement‒ display focus, consistency, and alignment/ integration
• Be concise• Refer to Scoring Guidelines
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Exercise
Objective: Practice answering a process question: How do you obtain information from customers?• Describe the steps in the
process.• Who does it?• Where do they do it?• When/how often do they do it?
MAKE THE MOST OF ALL YOUR MOVING PARTS
Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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How Do I Gather the Information I Need?
“A ship is safe in the harbor, but that is not what it was built for.” Unknown
Key Concepts
• Get senior leaders involved• Use simple tools to capture your
organization’s story • Use a non-threatening approach • Don’t try to gather everything – Focus on
key information that will help tell your story
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Methods of Gathering Information
• First step: Organizational Profile • Create Category teams
– Each team needs a leader• Educate the workforce
– Introduce key concepts and basic tools for improvement– Encourage everyday awareness to capture work
• Facilitate the gathering process to stay on schedule • Interviews
– Leadership team & key departments – Natural work groups and cross-functional teams
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Sources of Information
• Strategic Plan goals and Action Plans • Annual and quarterly reports• Previous assessments, e.g. TNCPE
Feedback Report• Key processes, measures and results• Best Practices• Other sources in your organization?
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Basic Results Questions • Mostly “what” questions:
What are the results for this process over time?• Look for outputs and outcomes• How do these results align with key
requirements from customers, stakeholders, market, processes and plans?
• What documents, graphs, and/or charts show the results?
MAKE THE MOST OF ALL YOUR MOVING PARTS
Exercise
Objective: Considering your organizational culture, what would be the best approach to gathering information?
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Tips for gathering information• Identify major themes and strengths
– What do we do best? – What are we most proud of?– What are our major initiatives – past, current and
planned?• Begin collecting results and formatting
figures early – it takes longer than you think!• Review and revise Organizational Profile after
your application is complete to ensure alignment
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Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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How do I tell our story?
So much information… So little space!
Application Tips
Consider these questions in developing your response to the process Item questions:• What is the process/approach called?• Who owns/manages it?• Who participates?• How often does it happen?• How/how often is the approach evaluated and
improved?• Where is it used (deployed)?• What other information would help to explain “How?”
and “Where?”MAKE THE MOST OF ALL YOUR MOVING PARTS 78
Do
StudyAct
Plan
StudentsStakeholdersCommunity
Leadership Planning Workforce (Faculty & Staff)
Process Management
Measurement & AnalysisResultsImprovement
Approach Deployment Results
LearningIntegration
DAE’s Basic Improvement Process
ExerciseTake your work from “How do you obtain information from your customers?”• Swap with your partner• Assess for A-D-L-I• What’s there and what’s
missing?• What results would you
expect to see in Category 7?
MAKE THE MOST OF ALL YOUR MOVING PARTS
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Park Place Lexus – Approach
82
3.1a(2) Determine needs of customersLexus is our primary source of formal information about clients and their needs and expectations. They utilize the Gallup CE11 survey based on a scientific model of factors that provide the greatest influence on clients’ purchasing behavior. Our Listening and Learning process shown in Figure 3.1A was designed to formalize our activities in receiving input from clients…This process begins with providing a variety of access points to collect feedback from our various customer segments as shown in Figure 3.1B…As new features, such as upgraded technology in vehicles, service offerings and new financing options are added to our products, the Listening and Learning process is used to collect feedback on these new features…
Park Place Lexus – Deployment 3.1a(2) Determine needs of customers…We validate the results of the Lexus survey for our specific clients and ensure that we get information from former, current, and potential clients about how we run our business…Focus groups...are conducted to help us understand the impressions that clients have of our dealerships, products, and services…We ensure that these groups contain former, existing, and potential clients…
Park Place Lexus – Learning
Keeping listening and learning currentOur Listening and Learning process includes a step to evaluate its own effectiveness. We use this evaluation step each month to ensure we continue to use the most effective approaches to listen to our clients.
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Alignment and Integration
85
Chaos
Managed
Organized
Optimized
Exercise
Objective: A Picture is worth 10,000 words!• Read the text for ACME Category 2• Use the technique
assigned to your team to present the informationin a new way
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Exercise text for ACME Category 2
ACME has a strategic planning process. Many people are involved including the CEO, managers, customers and employees. First ACME gathers information from customers (P.1-3) and managers. ACME uses this info to identify what is important. Next ACME’s CEO and managers look at past results (Fig. 7.1-1) and compare this to the list from the first step.
From this ACME identifies its gaps. After this is complete CEO and managers prioritize the list and select the top 5 items. These become our objectives. From this list (Fig. 2.1-4) managers are tasked to develop action plans (Fig. 2.2-1) with timelines. Finally teams of managers and employees follow the action plans and report their results (Fig. 7.6-1).
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Guidelines for Results (Category 7)
• Focus on the most critical business results• Align results with key requirements from
customers, stakeholders, market, processes, and plans
• Results are usually reported in charts, graphs, and tables
• Use text to describe why the results are important and to explain anything that may not be readily understood – do not repeat the information provided in charts and graphs!
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Criteria Linkages• Organizational Profile P.1b(2)
What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations…?
• Customer Satisfaction and ENGAGEMENT 3.1b(1)How do you determine CUSTOMER satisfaction and ENGAGEMENT? How do these determination methods differ among CUSTOMER groups and market SEGMENTS, as appropriate?
• Customer-Focused Outcomes 7.2a(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do these RESULTS compare with the CUSTOMER satisfaction LEVELS of your competitors. . . ?
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Results Evaluation Factors• Performance Levels - Places results on a meaningful
measurement scale• Trends - Shows the direction, rate and breadth of performance
improvements• Comparisons - Establishes the value of results by relating them
to similar or equivalent measures (competitors, industry averages, best-in-class)
• Integration - The performance management system operates as a fully interconnected unit
• Segmentation - Disaggregate data to allow for meaningful analysis (by important customer, workforce, process, and product line groups)
• MAKE THE MOST OF ALL YOUR MOVING PARTS 90
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Expected Results
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Segmented Results
Considerations for Results Graphs
• Remember your audience – can an outsider easily understand the graphs?
• Is there an arrow to show “good” direction? • Are there gaps in what is presented? • Are trends apparent?• Does every result have a relevant comparison?• Do results link to something important to your
organization?• Are results segmented (e.g. by customer group,
employee group, location, product etc.)?MAKE THE MOST OF ALL YOUR MOVING PARTS 94
Exercise• Create a results graph
based on the information provided
• Which graph is more informative?
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Tips for telling your story
• Develop and deploy an acronym list• Cross-reference when appropriate• Cite examples to support the explanation• Describe what you already have in place, not
what you’re “fix’n” to do• Engage a proof-reader to read it “cold”
– Is it clear?– Ensure major themes and strengths are addressed– Be sure major processes, their deployment, and
cycles of refinement are described– Ensure expected results are shown in Category 7 96
Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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How do I organize all my work?
99
Project Plan
1st PassOrg Profile
Apply?
AuthoringStructure
Allocatepages
FormatTemplate
Other CIProcess
Write1st Draft
Review1st Draft
Developacronym list
Write2nd Draft
Review2nd Draft
WriteFinal Version Proofread
SubmitIntent Form
Submit App
ProduceCopies
Site VisitPrep
Site Visit
FeedbackReport
Follow up
No
PLAN WRITEREV/
REWRITE SUBMITYes
Tips for organizing your work• Develop an application project plan• Create a project time line
– Include several cycles of Plan-Write-Revise-Submit– Expect hiccups and plan for contingencies
• One writer or shared responsibility?‒ Both approaches require communication and
coordination• Make your application “Examiner-friendly”
– Tabs, dividers, glossary, 10-point font
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Page Allocation (example) The most important areas for your organization should get the most ink.
Category Points Excellence(50 pp.)
Achievement(35 pp.)
Commitment(15 pp.)
1. Leadership 120 7 4.2 1.8
2. Strategic Planning 85 4 2.9 1.3
3. Customer Focus 85 5 2.9 1.3
4. Measurement, Analysis & Knowl. Mgt. 90 4 3.2 1.3
5. Workforce Focus 85 4 2.9 1.3
6. Operations Focus 85 6 2.9 1.3
7. Results 450 20 16.0 6.7
TOTALS 1,000 50 35.0 15.0
Finalize the Application• Produce one master copy and review before
making multiple copies• Use the application (or a summary) to
communicate with your entire organization• Postmark application before the deadline• Celebrate!• Begin site visit preparation• Implement improvement projects to close gaps
(why wait?)• Evaluate and improve the application process
Check-in
• Any questions about what we just covered?
• Any concerns?• Does it make sense?
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Summary Activity
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Next Steps and Wrap Up
“In doing anything the first step is the most difficult.”Chinese proverb
So what do I do now?• Start now – there is no time like the present • Educate and engage the workforce • Form Category team(s)• Create a project plan• Begin with the Organizational Profile• Monitor deadlines• Call the TNCPE office if you have questions• Celebrate successes: be serious but have fun!• Apply to be a TNCPE Examiner
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Resources• Read a book
– Baldrige Winning Quality by Mark Graham Brown
– Keeping Score by Mark Graham Brown– The Pocket Guide to the Baldrige Award Criteria by
Mark Graham Brown– Insights to Performance Excellence
by Mark Blazey• Join TNCPE as a Member
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TNCPE Membership• Benefits
– Knowledge-sharing – Opportunities to benchmark– Access to other members' best practices– Education/learning through conference & workshops– Public recognition – Discounts on program fees, training and conferences
• Cost– Corporate Annual Membership $500 - $25,000 – Individual Annual Membership $100 - $1,000
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Resources
Attend a Conference or Workshop• TNCPE Excellence in Tennessee Conference
‒ February 22-23, 2011 (Franklin, TN)
• Baldrige Quest for Excellence Conference ‒ April 3-6, 2011 (Washington, D.C.)
• CIGNA’s Best Practice Sharing Day– May 16, 2011 (Nashville, TN)
Visit a Website: • www.tncpe.org• www.quality.nist.gov• www.asq.org
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Wrap Up• What questions do you have?• What are your concerns?• Did we meet your expectations?• What feedback do you have for Katie/TNCPE?
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Katie Rawls, President & CEOTennessee Center for Performance Excellence
2525 Perimeter Place Drive, Suite 122Nashville, Tennessee 37214
Phone: 615-889-8323or 800-453-6474
E-mail: [email protected] Please visit our website at www.tncpe.org
For more Information