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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:
- Delivery of ever-improving value to patients and other customers,
contributing to improved health care quality;
- Improvement of overall organizational
effectiveness and capabilities as a health care provider; and
- 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. BCPE can be applied on a hospital
department or service level basis as a pilot project for improvement rather than to the
entire organization. The hospital Emergency Service would be an excellent area for
utilizing and piloting BCPE to improve the quality, efficiency, and safety of ER patient
care.
Objectives / Deliverables
Using the Baldrige Healthcare Criteria to Improve ER Care will: · Introduce you to the
tools, techniques, and skills involved when performing a Baldrige based self-assessment;
· Identify your emergency service's Strengths and Opportunities for Improvement from an
organization-wide perspective; · Develop a preliminary score for your organization using
the BCPE; and · Prioritize the Opportunities for Improvement, discuss performance
measures, and identify key next steps to develop a plan for improvement.
Workshop Content
Historical perspective, core values and concepts, and purpose of the Malcolm Baldrige
National Quality Award.
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
- The characteristics and importance of the continuous improvement cycle.
- Understanding the Baldrige Scoring Guidelines.
- Individual breakout groups will identify the Strengths, Opportunities for Improvement,
and score band of a healthcare case study.
- Common approaches for deploying/using the
BCPE.
- Possible uses of the Baldrige tool 'Are We Making Progress?'.
Course length
Normally 2 workshop days consecutively or within a two week period.
Course Materials ·
The Malcolm Baldrige National Quality Award Health Care Criteria for Performance
Excellence by the National Institute of Standards and Technology (NIST) · A NIST
published case study of a healthcare organization using the BCPE to assess their
performance. · 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:
- 2000 -
Presentation to the national meeting of 'Medical Group Management Association' in
Washington DC (2500 attendees)
- 2002 - Presentation to the annual meeting of the
California Association for Healthcare Quality
Health care related articles Mr. Shaw has written
include:
- "Turn Complaints into Assets with a Physicians' Complaint System", Healthcare
Cost & Quality, September 2000, Vol. 6, No. 3
- "Six Sigma: Can Healthcare
Utilize It to Reduce Medical Errors?" Healthcare Cost & Quality, December 2000,
Vol. 4. No. 4
- "Harnessing the Power of the Pareto Principle", Quality
Progress, September 1993, PG 103-107, The American Society for Quality.
- "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
- "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.
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