Baldrige Criteria Workshop for Healthcare
Executives
Introduction
With the national emphasis on improving the
quality and safety of patient care today, health care institutions
continue to promote systems of evaluation that will identify and improve
organizational performance practices, capabilities, and results. The
Malcolm Baldrige Healthcare Criteria for Performance Excellence (BCPE) are
designed to help organizations use an integrated approach to
organizational performance management that results in:
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Delivery of
ever-improving value to patients and other customers, contributing
to improved health care quality; |
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Improvement
of overall organizational effectiveness and capabilities as a health
care provider; and |
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Organizational
and personal learning. |
The application of BCPE has a valuable
focus on quality and performance improvement whether or not the
organization applies for the prestigious National Quality Award.
Objectives / Deliverables
Baldrige Criteria Workshop for Healthcare
Executives will:
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Introduce
you to the tools, techniques, and skills involved when performing a
Baldrige based self-assessment; |
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Identify
your organization's Strengths and Opportunities for Improvement from
an organization-wide perspective; |
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Develop a
preliminary score for your organization using the BCPE; and |
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Prioritize
the Opportunities for Improvement and identify key next steps. |
Workshop Content
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Historical
perspective, core values and concepts, and purpose of the Malcolm
Baldrige National Quality Award. |
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The Baldrige
categories:
- Leadership - Organizational
Leadership; Organizational Reviews; Social Responsibility.
- Strategic Planning -
Strategy Development; Strategy Deployment; Performance
Projections.
- Patient/Customer and Market
Focus - Market Knowledge; Relationships &
Satisfaction.
- Measurement, Analysis, and
Knowledge Management - Organizational-wide & Unit
Level.
- Staff Focus - Work Systems;
Learning and Motivation; Well-Being and Satisfaction.
- Process Management -
Patient Care Delivery; Support
- Results -
- Clinical;
- Patient & Other Customer
Satisfaction;
- Financial/Market;
- Staff & Work
Systems;
- Operational &
Administrative;
- Governance;
- Social Responsibility.
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The
characteristics and importance of the continuous improvement
cycle. |
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Understanding
the Baldrige Scoring Guidelines. |
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Individual
breakout groups will identify the Strengths, Opportunities for
Improvement, and score band of a healthcare case study. |
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The six
characteristics common to all winners of the award. |
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Common
approaches for deploying/using the BCPE. |
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Possible
uses of the Baldrige tool 'Are We Making Progress?'. |
Course length
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Normally 2
workshop days consecutively or within a two week period |
Course Materials
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The Malcolm
Baldrige National Quality Award Health Care Criteria for Performance
Excellence by the National Institute of Standards and Technology (NIST) |
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A NIST
published case study of a healthcare organization using the BCPE to
assess their performance. |
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Application
summary of SSM Healthcare, the first ever healthcare winner of the
Malcolm Baldrige National Quality Award. |
Instructors
James G. Shaw, CMC
James Shaw founded Shaw Resources, his consulting firm, in 1990. Since
then, his firm has improved organizational performance through lowered
costs and increased patient and physician loyalty in two-dozen health
facilities by using his patented methodology, Customer-Inspired®
Process
Deployment (CPD®). He is the author of health
care process improvement book, Customer-Inspired Quality: Looking
Backward Through the Telescope, and served on the Board of Malcolm
Baldrige National Quality Award for six years. Jim has been a guest
speaker at the CHCA Chief Operation Officers Forum, presenting his
customer-inspired approach to process improvement.
Mr. Shaw served six years on the
prestigious Board of Examiners for the Malcolm Baldrige National Quality
Award in various roles. As a business Baldrige examiner, he was asked to
be a member of the team that adapted the 'business' Baldrige to Health
Care. Subsequently, he became the principle writer of the first Baldrige
healthcare case study and also served as a senior Baldrige examiner.
Today, he occasionally serves as an 'alumni' Baldrige examiner.
Mr. Shaw has B.A. in Physics from the
University of California, Riverside, and an M.B.A. in Finance and Quality
Improvement from the University of California, Berkeley. He is a Certified
Management Consultant (CMC) and also is a senior member of the American
Society for Quality.
Presentations Mr. Shaw has made include:
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2000 -
Presentation to the national meeting of 'Medical Group Management
Association' in Washington DC (2500 attendees) |
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2002 -
Presentation to the annual meeting of the California Association for
Healthcare Quality |
Health care related articles Mr. Shaw has
written include:
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"Turn
Complaints into Assets with a Physicians' Complaint System",
Healthcare Cost & Quality, September 2000, Vol. 6, No. 3 |
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"Six
Sigma: Can Healthcare Utilize It to Reduce Medical Errors?"
Healthcare Cost & Quality, December 2000, Vol. 4. No. 4 |
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"Harnessing
the Power of the Pareto Principle", Quality Progress, September
1993, PG 103-107, The American Society for Quality. |
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"Making
Quality Improvement Work: A Report on the Initiation of a Quality
Improvement Process Within San Jose Medical Group", American
Group Practice Association Journal, January/February 1992 |
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"A
winning game plan for QI", Medical Group Management
Association's MGM Journal, Jan/Feb 1994, Vol. 41, No. 1. |
Wayne C. New, FACHE
Wayne New has been an independent healthcare operational consultant
since 1999. He has worked on many projects for Child Health Corporation of
America (CHCA) related to hospital operational issues, such as
professional recruitment and retention; Pediatric Health Information
System and Pediatric Analysis and Comparative Tool information systems for
comparative pediatric data; and national pediatric quality measure
development. He has been the healthcare business consultant to PROS
Revenue Management and participated in the design, development, and
implementation of hospital forecasting and operational optimization
software for one of the largest children's hospitals.
Mr. New has extensive operational
experience in children's hospitals and has served in key executive
positions at Lucile Packard Children's Hospital at Stanford, Egleston
Children's Hospital (Children's Healthcare of Atlanta), The Children's
Hospital in Denver, and Driscoll Children's Hospital. With a background in
management engineering Mr. New has led major re-engineering efforts to
address quality improvement, process efficiency, productivity standards,
and cost effectiveness. While at Packard Children's Hospital and Driscoll
Children's Hospital, Mr. New implemented structured process improvement
programs to enhance the efficiency and quality of hospital inpatient and
outpatient services and reduce clinical costs. He has worked closely with
James Shaw on several projects, including the improvement programs at
Packard and Driscoll Children's Hospitals and participation in the Malcolm
Baldrige National Quality Award.
Mr. New has a B.S. in Industrial Management
from the Georgia Institute of Technology, Atlanta, Georgia, and a M.H.A.
in Healthcare Administration from Georgia State University, Atlanta,
Georgia. He is a Fellow in the American College of Healthcare Executives
and a member of the American Hospital Association. More...
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