Performance Excellence · Performance Excellence Linking Mission, Strategy and Improvement to...
Transcript of Performance Excellence · Performance Excellence Linking Mission, Strategy and Improvement to...
Performance Excellence Linking Mission, Strategy and
Improvement to Results
Dean F. Kappel
President/CEO
Mid-America Transplant Services
St. Louis, MO
Key Questions
• Do you have a model to drive improvement in your results?
• Do you know how to sustain your improvements?
• Are your customers, partners and stakeholders satisfied and engaged?
• Are your processes systematic?
• Do you have the data to support your answers?
• How do you compare with others?
Baldrige Basics
Baldrige is a Systematic Process for Making Systemic Change
Baldrige Basics
• Systems Approach to Sustained Results
• Aligns Processes
• Achieve Strategic Transformation
• Assists Engagement of Employees, Customers and Partners
Alignment
Baldrige Basics
Goals and
Measures
Aim of the
Organization
Random Acts of Improvement
Adapted from
The Management Compass
by Michelle Bechtell
Alignment
Baldrige Basics
Goals and
Measures
Aim of the
Organization
Aligned Acts of Improvement
Adapted from
The Management Compass
by Michelle Bechtell
Who was Malcolm Baldrige?
• Secretary of Commerce 1981-1987
• Proponent of quality management as the key to this country’s prosperity and long term strength
• Congress established the award in 1987. Leaders recognized that the US must focus on quality to compete globally. The purpose was
– Recognize role model businesses
– Establish criteria for evaluating improvement efforts
– Disseminate and share best practices
Some Organizations That Have Won
• Motorola-1988
• Cadillac-1990
• Federal Express-1990
• Ritz Carlton-1992,1999
• SSM Healthcare-2002
• St. Lukes Hospital (KC)-2003
• Premier Group Purchasing-2006
• City of Coral Springs-2007
• Atlanticare Health System-2009
• Heartland Health System-2009
What Are the Benefits
• Baldrige hospitals are 6 times more likely to be a top 100 hospital by Thomson Reuters
• 3% of all hospitals are named a top 100
• 27% of Baldrige winning hospitals are named a top 100
MTS: Who We Are
• 4.5M Population; 110 staff
• Cover Parts of 3 States
• 4 Transplant Centers; 16 Programs
• 115 Acute Care Hospitals
• Organ, Tissue and Eye
• 2 In-house Operating Rooms
• 2 Bed ICU
• Cardiac Cath Lab, Echo
• CT Scanner; X-ray, Bronchoscopy
• Bedside Biopsy
The So What's
• What Kind of Results Can You Get?
• Some Examples
The Results of the MTS Quality Journey:
100% Increase in Lives Saved
100
200
300
400
500
600
700
2002 2003 2004 2005 2006 2007 2008 2010 2011 2012
2012
5th MBNQA
Application
2003
Show Me
Challenge
2006
MQA Winner 2005
1st MQA
Application 2008
1st MBNQA
Application
2011
2nd MBNQA
Site Visit
2010
MBNQA Site
Visit
2x MQA Winner
Organ Conversion
83% 81% 84% 87%
40%
60%
80%
100%
2009 2010 2011 2012 Proj
Conve
rsio
n R
ate
Conversion Rate OPTN Top Quartile
Sustaining High Organ Conversion Rates
Good
Organ Donors by Population
36.9 33.8 34.3
42.2
05
101520253035404550
2009 2010 2011 2012 Proj
Donors
/M P
op
Donors/M Pop OPTN Top Quartile
Top Quartile Performance
Good
Organ Donor Yield
3.01 3.23 3.54 3.67
0.000.501.001.502.002.503.003.504.004.505.00
2009 2010 2011 2012 Proj
Org
ans T
XP/D
onor
Organs TXP/Donor OPTN Top Quartile
Clinical Strategies Improve Results
Good
Voluntary RN Turnover
24%
14% 13% 8%
02004006008001,0001,2001,4001,6001,800
0%
5%
10%
15%
20%
25%
30%
2009 2010 2011 2012 Proj
Org
an R
efe
rral
s
Turn
ove
r
Turnover Organ Referrals
Minimal RN Turnover with Increasing Activity
Good
Overall Job Satisfaction
91% 93% 99% 99%
40%
60%
80%
100%
2006 2008 2010 2012 Proj
Sati
sfac
tion
Satisfaction External Vendor
Exceptional Job Engagement
Good
Organ Donor Cases In-House
83% 87% 88% 90%
0%
20%
40%
60%
80%
100%
2009 2010 2011 2012 Proj
% E
ligib
le C
ases
In-H
ouse
% Eligible Cases In-House AOPO
Industry Trailblazer
Good
Hospital Cycle Time
14:43
9:55
7:00
3:50 0:00
6:00
12:00
18:00
2009 2010 2011 2012 Proj
Tim
e p
er
Cas
e (
hh:m
m)
Time per Case (hh:mm) Internal Target
Industry Trailblazer
Good
Organ Donor Cost Comparison
26
19 15
21
11 9
7 8
0
5
10
15
20
25
30
2009 2010 2011 2012 Proj
$K
/Donor
Hospital MTS In-House
Dramatic Decrease with In-House Recoveries Good
Average OAC Comparison-All Organs
29.9 29.9 29.2 29.2
25.026.027.028.029.030.031.032.033.0
2009 2010 2011 2012 Proj
Avg
. OA
C (
$K
)
MTS OAC Lowest Cost OPO
OACs at or Below Benchmark Good
For More Information
• Baldrige Criteria for Performance Excellence: www.baldrige.nist.gov
• Assessment tools: Are we making progress as leaders? Are we making progress?
Organ Procurement Leadership -2015
• We need to constantly innovate and improve
• We need to set high expectations
• We need to engage our hospital partners in new, creative ways
• We need to hold our selves accountable for outcomes