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