Journey to “the best service experience in the

nation”

Joey Traywick CNA

Billings Clinic

Our Vision

By 2010, Billings Clinic will be recognized as the health care

organization providing the best clinical quality, patient safety and service experience in the nation.

How do our patients evaluate the quality of care

they receive?

• Information• Courtesy• Responsiveness

“Personal Service Excellence is not just a

program for better customer service, it’s part

of the culture that impacts every

encounter we have, every day.”

Nicholas J. Wolter, MD, CEO

EmployeeSatisfaction

Patient/GuestService

BusinessPerformance

ConnectionsOpinion Poll

“Cultural Themes”

PSE Measurement

“Benchmark” QualityMargin

Market Share

Journey Began in 1998...

Desired Outcomes

Deliver seamless service to our customers and enhanced team spiritGreat first impressionTreat patients and guests as individualsExceed expectations

Where To Start

•Awareness/Desire•Critical Mass•Build Infrastructure

Our Journey

• Impetus for change (inside and outside)

• Infrastructure: people and culture – Employee involvement (Survey, EE Board)– Clarity (min specs)– Reward and recognize (YAG Cards)

• Leadership• Cycle of accountability• Discipline and rigor

What We’ve Learned

• Attitude matters• How we get along impacts our

patients• Little things make a big difference• We all impact the patient

experience

Patient Experience

Staff Identificatio

n

Environment (Cleanliness,

noise)

Leaving the hospital or the

visit

Billing

Making the Appointment

Parking

Waiting Time

Nursing Care

Physician Care

Pain Management

9 Service Expectations

Establish only those few requirements necessary to define what truly leads to great service, leave everything else open to the creative evolution of our service

areas

9 Service Expectations

InternalService

10 FootCircle

PositiveImage

No PassingZone

PersonalConnection

PhoneImage

Make APoint

PersonalAccountability

Always StriveTo Exceed

Application process, new employee orientation, reward and recognition, performance evaluation

Employee Board

A multi-disciplinary group committed to developing a highly desirable workplace that is recognized

for our positive and caring spirit. We encourage excellence, personal growth,

innovation, and improving our work environment.

Service Recovery

• When you recognize or encounter a patient/guest with a concern, you have a chance to turn an actual or perceived problem into a solution.

Questions

Lessons...• Define “Service Excellence” for you• Build Infrastructure: Critical Mass, Min-Specs,

Communication, Recognition/Accountability• Build Leadership Ownership• “Confront the Brutal Facts”• Take small steps• “Walk the Talk” and be proactive• Better measurement and accountability• Recognition, Recognition, Recognition!• “Never let-up” because it never ends

Benefits• Clarity regarding our “brand” and culture• Clarity regarding “the right people”• Clarity regarding appropriate and

inappropriate behaviors • Behaviors to leverage dynamic

collaboration• Retention strategy for “A” players• Sense of ownership and pride• Improved appreciation of the journey

Service Excellence Fundamentals

• Leadership Ownership – Stump Speech, Rounding• Defined champions – (i.e. Employee Board and Exec

leadership)• Clear outcomes and expected behaviors - (Desired

Service Outcomes and Min Specs)• Informed and skilled leaders - (Leadership

development courses and behavioral expectations)• Infrastructure for dialogue and fluid communication

(Daily and weekly methods to connect, employee forums, Employee Board meetings)

• Cycle of accountability (Timely and clear methods to recognize the behaviors we seek)

“Excellence is an art won by training and habituation... We are what we repeatedly

do. Excellence, then, is not an

act but a habit.”

Aristotle