Performance Excellence & Leadership in Healthcare - Save For Audio

World Class Resilience & Sustainability

World ClassHealth Care

Are you satisfied that your health care organization has attained world class performance in every service and/or product it offers? If not, then this presentation is for you. The ideas in this presentation comprise an objective global method of attaining world class health care excellence.

Hello. My name is John R West and I have the privilege of presenting to you a proven method of attaining and sustaining world class health care. Both as a member of headquarters management at a Fortune 500 company and as an international management consultant for many years, I have had the honor of helping organizations around the world use performance excellence to continuously improve.1

AmAsia3 fuses best practices from commercial operations with a deep knowledge of regional markets, local communities, and cultures. We work with our clients to build world class healthcare and other organizations that bring products and services to market and into the hands of satisfied customers across the globe. Senior consultants work to optimize global capabilities, create a cost-effective infrastructure, and solidify a local, dependable base of operations. This ensures a higher level of customer responsiveness and satisfaction, culturally intelligent products, and valuable insights into market conditions and opportunities for future growth.

AmAsia3 Value Proposition

Welcome to AmAsia3. Before we begin our presentation on World Class Health Care, we would like to share our brief Value Proposition with you. This presentation will acquaint you with some recognized best practices and is directly aligned with our desire to help you attain and sustain a world class healthcare organization for the benefit of all of your stakeholders.2

Introduction PresenterJohn R. WestAmAsia3 Management Consultant

International Management Consultant15 + yearsAll IndustriesAssessmentsPerformance ExcellenceCustomer SatisfactionProblem SolvingLed 5 Clients to win Dubai Quality Award ExperienceFedExGlobal Quality ManagerOmbudsman for the CustomerLed FedEx to be 1st Baldrige Winner in Service Category

VolunteerPresident Bush 41- Points of Light AwardHands on NetworkBusiness As Mission

As an international management consultant, I have traveled the globe for more than 15 years working with clients from a wide range of industries. When performing assessments of organizations I use a very objective set of criteria common in about 100 countries. What I am presenting is based on practical experience, and the principles are rooted and based on more than ten years of headquarters management at an award-winning organization.3

IntroductionAttaining Performance ExcellenceCountry awards/programsWorld Class assessment toolsCriteria very objectiveLeads to world class performance

The material in the following slides is used with permission of the Baldrige Performance Excellence Program. 2013. 2007 Criteria for Performance Excellence. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. Obtain a copy of the full Criteriaat www.nist.gov/baldrige/publications/criteria.cfm

The best way to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care award in the United States (also used for business and education) is the Baldrige Performance Excellence Program. There is now a similar award program in about 100 other countries.

The Baldrige "Criteria for Performance Excellence" (or similar award criteria in other countries) can be used to either assess health care organizations or to help them apply for the national award in their respective countries.

The quotes below are from the Leadership category of the Baldrige Health Care criteria. Most of the other countries either use the US version as their base or a similar European version, but all have very similar requirements to the US version. World-class sustainability and resilience are much broader than just the environmental aspect of the terms. If every organization adheres to these criteria, they would have a viable health care organization (sustained and resilient) for a very long time.

I will introduce you to the portions of the Criteria for Performance Excellence which are most applicable to attaining and maintaining performance excellence in health care. Collectively, the criteria are very objective world class assessment tools.

4

Health Care Criteria for Performance ExcellenceSeven CategoriesLeadershipStrategic PlanningFocus on Patients, Other Customers & MarketsMeasurement, Analysis, Knowledge ManagementWorkforce FocusProcess ManagementResults

These are the seven categories of the Baldrige Health Care Criteria for Performance Excellence. Each of these categories will be presented as a separate module within this presentation. To be world class, a health care organization must be performing at an excellent level in each of these categories. Within each category presentation you will be given the elements that comprise true performance excellence for that category. To the extent that your organization is thoroughly performing each of these elements, to that extent can you truly say that your organization is performing at a world class level in that category. To the extent that your organization is not thoroughly performing at an excellent level in all of these elements, to that extent does your organization have opportunities for improvement.5

Category 1 LeadershipSenior LeadershipVision and ValuesHow do they set and deploy these?Are their own actions aligned with these?How do they create sustainability?How do they promote patient safety?

Health Care Criteria for Performance Excellence

Senior leadership refers to the highest level of management in the organization. In health care organizations with both administrative and operational leadership, it refers to the most senior leaders in both administration and operations and how they work together.

The vision, values, and mission statement should be part of the organizations strategic plan.

It is very important that the organizations senior leaders are the ones leading every critical aspect of the organization.A sustainable organization is capable ofaddressing current organizational needs and possesses the agility and strategic management to prepare successfullyfor its future organizational and market environment. In this context, the concept of innovationincludes both technological and organizational innovation to succeed in the future. A sustainableorganization also ensures a safe and secure environmentfor their patients, workforce, and other key stakeholders. Senior leaders must take every step to assure a healthy, safe environment 24/7, for all patients and all members of the organizations workforce.

6

Category 1 LeadershipSenior LeadershipCommunication and PerformanceEngaging workforce, two way communication and reward/recognitionFocus on action, performance measures and value for patients


Not only should senior leaders establish an excellent communication system throughout the organization for patients and the workforce and for their independent practitioners, volunteers, health professionstudents and all those in their supply chain. All need to be continuously clear about how to accomplish their work to assure the healthiest patients possible.

All communication systems should be two way and clearly engage all those involved. Part of the communication system should involve a robust reward/recognition system, not only for the workforce, but for all those in the supply chain. A focus on action considers the workforce, the work systems, and the hard assets of your organization.

It includes ongoing improvements in productivity that may be achieved through eliminating waste or reducing cycle time, and it might use techniques such as Six Sigma and Lean. It also includes the actions to accomplish your organizations strategic objectives and specific performance measures that allow the entire organization to know, by fact, how well each key aspect of the organization is performing on a real-time, continuous basis. Senior leaders must be able to establish, by fact, that the organization is giving world class value to the patients.7

Category 1 LeadershipGovernance & Social ResponsibilitiesOrganizational GovernanceManagement & Fiscal accountability, transparency, independent audits, and protection of stakeholder interests Performance evaluation of senior leaders and governance board


Senior leaders need to acknowledge that they are responsible for both their management and fiscal actions and be transparent with no hidden agendas. They need to assure that all internal and external audits are independent, objective, and factual. Senior leaders are accountable for safeguarding stockholder and stakeholder interests. Senior leaders need to assure the integrity of governance board selection decisions.

Leadership performance evaluation might be supported by peer reviews, formal performance management reviews, and formal or informal workforce and other stakeholder feedback and surveys. For some nonprofit and government health care organizations, external advisory boards might evaluate the performance of senior leaders and the governance board.

8

Category 1 LeadershipGovernance & Social ResponsibilitiesLegal and Ethical BehaviorAddressing potential adverse impacts, public concerns and compliance requirements and potential risks. Promoting and ensuring ethical behavior throughout the organization and with stakeholders. c. Support of Key Communities and Community Health


Ethical behavior includes business, professional, health care practice, and patient rights issues. It also includes public accountability and disclosure of information about your organizational health care performance.

Nonprofit health care organizations should report, as appropriate, how they address thelegal and regulatory requirements and standards thatgovern fundraising and lobbying activities. Public concerns might include patient safety, cost, equitable and timely access to providers and health care services, the emergence of new healthcare threats, and the handling of medical waste.

Measures or indicators of ethical behavior might include the percentage of independent board members, instances of ethical conduct breaches and responses, survey results on workforce perceptions of organizational ethics, ethics hotline use, and results of ethics reviews and audits. They also might include evidence that policies, workforce training, and monitoring systems are in place with respect to conflicts of interest and the proper use of funds.

Actions to build community health are population-based services supporting the general health of your community. Such services might include: health education programs, immunization programs, unique health services provided at a financial loss, population-screening programs (e.g., hypertension), safety program sponsorship, indigent care and other community benefits.

In addition to actions to build community health, areas of community support appropriate for inclusion might include: efforts to strengthen local community services, education and the environment, including collaborative activities to conserve the environment or natural resources, and practices of trade, business, or professional associations.

9

This concludes the Leadership category of the Baldrige Health Care Criteria for Performance Excellence.

For questions, or comments, or for assistance in having your organization assessed to start on the road to improvement, you may contact John by e-mail [email protected]

Next, we will present the Strategic Planning Category.


10