Service From The Heart - Back to Basic 24 June 2010
Agenda <ul><li>Introduction </li></ul><ul><li>Lessons on service and quality (70s - 90s) </li></ul><ul><li>In pursue of se...
Work Experience Chief Executive Officer  Alexandra Hospital / Khoo Teck Puat Hospital  (2000 till to-date) Pharmacist, SGH...
Other Appointment – Service & Quality Council Member, Institute of Service Excellence at SMU (ISES) Governing Council  Sin...
<ul><li>Instruction manual </li></ul><ul><li>Courtesy campaign </li></ul><ul><li>Lessons from MUIII, SGH </li></ul><ul><li...
Singapore General Hospital National University Hospital <ul><li>Quality Control Circle (QCC) </li></ul><ul><li>Total Quali...
Kandang Kerbau Hospital Toa Payoh Hospital Changi General Hospital <ul><li>Balanced Scorecard (BSC) </li></ul><ul><li>ISO ...
In Pursue of Service Excellence  Alexandra Hospital  2000 - 2010
<ul><li>British Military Hospital     </li></ul><ul><li>Thriving hospital in 70s </li></ul><ul><li>Declining fortunes from...
Before Restructuring (2000)
Before Restructuring : Our Reputation <ul><li>One-star hospital </li></ul><ul><li>A historical site </li></ul><ul><li>Unde...
AH Culture 2000 <ul><li>AH is a victim of …… </li></ul><ul><li>AH is a cheap, one-star hospital for the old and poor </li>...
First get the right people on the bus (and the wrong people off the bus) and then figure out where to go.
<ul><li>Diversity </li></ul><ul><li>Shared values, Trust </li></ul><ul><li>Deep understanding of business </li></ul>Leader...
<ul><li>Visualise </li></ul><ul><li>Simplify </li></ul><ul><li>Prioritise – operationalise  </li></ul>Role of Leader Visio...
<ul><li>What will patients see, feel, smell … when they enter the hospital 5 years from now ? </li></ul><ul><li>What servi...
The Bureaucrat’s Approach Prove to me that you are dying then I will give you what you need to barely stay alive because w...
We are ladies and gentlemen serving ladies and gentlemen
Setting The Tone From The Top  Our Priority  Our patients are the most important people in this hospital.  We put the well...
The Desired AH Culture Post 2000 <ul><li>We control our own destiny (Pro-active) </li></ul><ul><li>We put our patients’ in...
Caring For Our Patients   <ul><li>Immaculate physical environment (Raffles Hotel) </li></ul><ul><ul><li>Clean, well mainta...
Alexandra Hospital Post 2000
Patients’ Definition of A Good Hospital <ul><li>Respect patient’s dignity </li></ul><ul><li>Provide Information </li></ul>...
Bringing Services To Patients
Diabetes Centre   Health for Life Centre   Dental Ophthalmology & Visual Sciences    ENT   Cardiology Endoscopy Centre   G...
Geriatric Medicine   General Surgery      Sports Medicine 1.5T MRI 64 Slice CT Scan  Interventional Radiology Suite
<ul><li>To provide quality patient care and services at reasonable cost </li></ul><ul><li>To meet and exceed expectations ...
<ul><li>To provide a level of patient care and service  good enough for our own mothers , without the need for special arr...
<ul><li>Match and exceed the best performers </li></ul><ul><li>Standards set by other industries </li></ul><ul><li>Lowest ...
<ul><li>Botanic Gardens </li></ul><ul><li>Citibank </li></ul><ul><li>City Cab </li></ul><ul><li>CPF </li></ul><ul><li>Gene...
“ Learning from the Best”  Raffles Hotel National Library Board Singapore Telecoms General Electric Ritz Carlton Hotel Ber...
People Participation Programmes -Quality Circles -Staff Suggestion  Scheme -Support Group Organisational Management System...
Continuous Quality Improvement <ul><li>Individual’s initiative (I see, I do) </li></ul><ul><li>Group Initiative (We see, w...
<ul><li>Closing quality gaps: </li></ul><ul><ul><li>What we are providing    what is good enough for our families </li></u...
Toyota Production System <ul><li>Define value precisely </li></ul><ul><li>Remove muda (waste) </li></ul><ul><li>Continuous...
Better, Faster, Cheaper & Safer Diagnose, Treat, Advise Customer’s Needs :
1. Define 2. Measure 3. Analyse 4. Improve 5. Control Six Sigma Process Design/Re-Design
Grab a bite!  Paging Service  Home Sweet Home Pre-Appointment Reminder via SMS/Letter Appointment Day Registration Blood T...
Simplicity <ul><li>Good quality … affordable… to many </li></ul><ul><li>Find the simplest way to get work done </li></ul><...
<ul><li>Performance Indicators </li></ul><ul><li>Clear performance targets </li></ul><ul><li>Graphic presentation for impa...
<ul><li>Infection rates </li></ul><ul><li>Unplanned returns to A&E </li></ul><ul><li>Unplanned returns to operating theatr...
Balanced Scorecard Financial Internal  Process Learning and Growth Customer MISSION AND STRATEGY OUTCOMES DRIVERS
Balanced Scorecard Charts
Paradox of Measurement It is important to measure. But the most important cannot be measured.
会认人  会用人  会做人 Talent Building Recognise talent Deploy talent - - - - - -
<ul><li>Some people make the world go round; </li></ul><ul><li>Some watch the world go round; </li></ul><ul><li>Some are n...
Recruitment <ul><li>Selecting the right staff for the right job </li></ul><ul><li>Matching “natural talent” to job </li></...
<ul><li>Hire for Attitude </li></ul><ul><li>Train for Skill </li></ul>Human Resource Management Wanted : Happy, positive p...
Career Sweet Spot Talent Value to Others Passion Thinking style : Visual, auditory or kinesthetic
The High Performance Team <ul><li>The ambitious General Manager </li></ul><ul><li>The spare-no-expense Designer </li></ul>...
Staff Training
<ul><li>Be Proactive </li></ul><ul><li>Begin with the end in mind </li></ul><ul><li>Put first thing first </li></ul><ul><l...
Jesuits’ Leadership <ul><li>Self awareness  : strengths, weaknesses, values, worldview </li></ul><ul><li>Ingenuity  : inno...
<ul><li>Core values </li></ul><ul><li>Big hairy audacious goals </li></ul><ul><li>Just do it </li></ul><ul><li>Competition...
<ul><li>Cheap and Good </li></ul><ul><li>Fast and Accurate </li></ul><ul><li>Competent and Caring </li></ul><ul><li>High T...
A Bias For Action “ Take small steps in rapid succession.”  - Mr Khaw Boon Wan  Minister for Health   Think, think, do, th...
<ul><li>Can do </li></ul><ul><li>Sure </li></ul><ul><li>Certainly </li></ul><ul><li>Happy to help </li></ul><ul><li>Let me...
Execution Is Everything Ideas (including those from CEOs) are a dime a dozen.  Ability to execute, making the idea work is...
Rewards   The capable gets more responsibility but also more authority, freedom and rewards. Equality is unfair.
<ul><li>Priority is to meet and exceed expectation of the 90% of staff who are doing their best. </li></ul><ul><li>Poor pe...
“ Vitality Curve” “ Top 20” “ Bottom 10” “ The Vital 70” General Electric
<ul><li>Just-Do-It awards </li></ul><ul><li>SQ awards </li></ul>Recognition & Celebration
<ul><li>Hearing </li></ul><ul><li>Listening </li></ul><ul><li>Knowing </li></ul><ul><li>Understanding </li></ul><ul><li>Be...
<ul><li>Management walk about </li></ul><ul><li>Feedback forms </li></ul><ul><li>Toll-free telephone </li></ul><ul><li>Tel...
<ul><li>Orientation </li></ul><ul><li>Management walk about </li></ul><ul><li>Training Programmes </li></ul><ul><li>Small ...
<ul><li>1. What can we do to further improve the quality of patient care and services? </li></ul><ul><li>2. What can we do...
Results <ul><li>Patient Satisfaction Rate rose from 69% (1999) to 98.8% (2009) </li></ul>
The New Millennium <ul><li>Globalisation, internet & genomics change everything </li></ul>
Running Faster and Going Nowhere
“ Only the paranoid survive.”     - Andrew S Grove
“ Only the paranoid survive.”     - Andrew S Grove Business goes on  to new heights Business Declines Inflection Point The...
AH Khoo Teck Puat Hospital
<ul><li>“ I posed the challenge to the AH rebuilding team: build a hospital… designed with patients unambiguously at the c...
Do to healthcare what NLB has done for library Transforming Healthcare
Trailblazing Hospital of The Future Touching Lives, Pioneering Care, Making A Difference -  Dr   James Low, Head, Geriatri...
<ul><li>Hassle-free processes designed for patients’ convenience </li></ul><ul><li>Engaging patients and their families as...
<ul><li>Wireless technology </li></ul><ul><li>Digitalized hospital </li></ul><ul><li>Sensing devices </li></ul><ul><li>Rob...
<ul><li>Warm, “cuddling” feeling </li></ul><ul><li>Calming and cheerful environment </li></ul>High Touch
<ul><li>Hospital within a garden, garden within a hospital </li></ul><ul><li>Tranquil, restful, healing environment </li><...
Finding The New Breakthrough Learn from everyone Follow no one Look for pattern Work like hell
El Camino Hospital Sutter Health  Sacramento Latter-Day Saints (LDS) Hospital
Make Visual the Patient Process Flow Designing The Patient Flow
Focal Group Discussion
Engaging URA, PUB, NParks, LTA and Sembawang Town Council in developing Yishun Pond and integrating with Yishun Park
Khoo Teck Puat Hospital Subsidized Ward Tower Private Ward Tower Medical Centre  Entry & Lobby A&E
 
 
 
Fast Medicine Slow Medicine Cruise Medicine  (Assembly Line)
Design Thinking <ul><li>Human-centred approach </li></ul><ul><li>Deep dive </li></ul><ul><li>Extreme user </li></ul><ul><l...
Conclusion
Selling a product  ≠   Addressing customer’s needs Eg.  Seller    : Selling a T-shirt Customer : Buying a “cool” image
All about the customers not us
There is no secret recipe
Service Is More Than Just A Smile <ul><li>People </li></ul><ul><li>Business model </li></ul><ul><li>Systems and process </...
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Spring singapore service from the heart - back to basic (24 jun '10)

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Spring singapore service from the heart - back to basic (24 jun '10)

  1. 1. Service From The Heart - Back to Basic 24 June 2010
  2. 2. Agenda <ul><li>Introduction </li></ul><ul><li>Lessons on service and quality (70s - 90s) </li></ul><ul><li>In pursue of service excellence at Alexandra Hospital (2000 -2010) </li></ul><ul><li>Our dream for Khoo Teck Puat Hospital, Yishun </li></ul><ul><li>Conclusion </li></ul>
  3. 3. Work Experience Chief Executive Officer Alexandra Hospital / Khoo Teck Puat Hospital (2000 till to-date) Pharmacist, SGH (1978 – 1984) Director of Pharmacy & Materials Management, NUH (1985 – 1989) Operations Manager, KKH (1989 – 1991) Chief Operating Officer, SGH (1991 – 1992) Chief Executive Officer, TPH/CGH (1992 - 1999)
  4. 4. Other Appointment – Service & Quality Council Member, Institute of Service Excellence at SMU (ISES) Governing Council Singapore Management University Member, People Developer Council (2000 – 2002) Member, Standards Council, SPRING Singapore (2001 – 2007) Member, Lifelong Learning Endowment Fund Advisory Council, Ministry of Manpower (2006 – 2009) Member, Incentives & Grants Committee, Singapore Workforce Development Agency (2006 – 2009) Member, Singapore Tourism Board (2004-2007)
  5. 5. <ul><li>Instruction manual </li></ul><ul><li>Courtesy campaign </li></ul><ul><li>Lessons from MUIII, SGH </li></ul><ul><li>Work Study </li></ul>1970s
  6. 6. Singapore General Hospital National University Hospital <ul><li>Quality Control Circle (QCC) </li></ul><ul><li>Total Quality Management (TQM) </li></ul><ul><li>Business Process Re-engineering (BPR) </li></ul><ul><li>On-The-Job Training (OJT) </li></ul><ul><li>Lessons from Dr Kwa Soon Bee </li></ul>1980s
  7. 7. Kandang Kerbau Hospital Toa Payoh Hospital Changi General Hospital <ul><li>Balanced Scorecard (BSC) </li></ul><ul><li>ISO Certification </li></ul><ul><li>SQ Centre </li></ul><ul><li>Lessons from CPF </li></ul><ul><li>Lessons from Shangri-La Hotel </li></ul>1990s
  8. 8. In Pursue of Service Excellence Alexandra Hospital 2000 - 2010
  9. 9. <ul><li>British Military Hospital </li></ul><ul><li>Thriving hospital in 70s </li></ul><ul><li>Declining fortunes from 80s </li></ul><ul><li>One-star hospital, historical site in 90s </li></ul>A Brief History of AH
  10. 10. Before Restructuring (2000)
  11. 11. Before Restructuring : Our Reputation <ul><li>One-star hospital </li></ul><ul><li>A historical site </li></ul><ul><li>Underground tunnel </li></ul><ul><li>Hospital for the old and poor </li></ul><ul><li>Cheap </li></ul><ul><li>39% would not recommend hospital to others </li></ul>
  12. 12. AH Culture 2000 <ul><li>AH is a victim of …… </li></ul><ul><li>AH is a cheap, one-star hospital for the old and poor </li></ul><ul><li>Everything must be done through proper channel </li></ul><ul><li>Incremental, evolutionary change </li></ul>
  13. 13.
  14. 14. First get the right people on the bus (and the wrong people off the bus) and then figure out where to go.
  15. 15. <ul><li>Diversity </li></ul><ul><li>Shared values, Trust </li></ul><ul><li>Deep understanding of business </li></ul>Leadership Team
  16. 16. <ul><li>Visualise </li></ul><ul><li>Simplify </li></ul><ul><li>Prioritise – operationalise </li></ul>Role of Leader Vision is nothing without execution
  17. 17. <ul><li>What will patients see, feel, smell … when they enter the hospital 5 years from now ? </li></ul><ul><li>What services, facilities will we offer? </li></ul><ul><li>Who are the 5 key leaders? </li></ul>Visualisation
  18. 18. The Bureaucrat’s Approach Prove to me that you are dying then I will give you what you need to barely stay alive because we didn’t want you to develop a dependency mindset. We don’t really have to do this for you, you know? You would better appreciate it.
  19. 19. We are ladies and gentlemen serving ladies and gentlemen
  20. 20. Setting The Tone From The Top Our Priority Our patients are the most important people in this hospital. We put the well-being, interests and convenience of our patients before our own in everything that we do. No reserve car parks for bosses
  21. 21. The Desired AH Culture Post 2000 <ul><li>We control our own destiny (Pro-active) </li></ul><ul><li>We put our patients’ interest before our own </li></ul><ul><li>We aim for excellence but we accept failures </li></ul><ul><li>We will out learn, out innovate, out run and out perform all comers </li></ul><ul><li>Every individual is expected to think and to add value </li></ul><ul><li>We care for our patients, our community, our environment and our people </li></ul>“ Culture eats strategy for lunch everyday”
  22. 22. Caring For Our Patients <ul><li>Immaculate physical environment (Raffles Hotel) </li></ul><ul><ul><li>Clean, well maintained </li></ul></ul><ul><ul><li>Tranquil, restful environment </li></ul></ul><ul><li>WOW level of service (Ritz-Carlton) </li></ul><ul><ul><li>Patient friendly process and system </li></ul></ul><ul><ul><li>Friendly helpful service </li></ul></ul><ul><ul><li>Well groomed, professional staff </li></ul></ul><ul><li>Highly competent, professional care </li></ul><ul><ul><li>Highly competent, caring staff </li></ul></ul><ul><ul><li>People & technical capability to provide quality care </li></ul></ul>
  23. 23. Alexandra Hospital Post 2000
  24. 24. Patients’ Definition of A Good Hospital <ul><li>Respect patient’s dignity </li></ul><ul><li>Provide Information </li></ul><ul><li>Facilitate access to integrated care and services </li></ul><ul><li>Deliver consistent, good quality care and services </li></ul><ul><li>Provide cost effective care </li></ul>
  25. 25. Bringing Services To Patients
  26. 26. Diabetes Centre Health for Life Centre Dental Ophthalmology & Visual Sciences ENT Cardiology Endoscopy Centre General Medicine Orthopaedic Surgery
  27. 27. Geriatric Medicine General Surgery Sports Medicine 1.5T MRI 64 Slice CT Scan Interventional Radiology Suite
  28. 28. <ul><li>To provide quality patient care and services at reasonable cost </li></ul><ul><li>To meet and exceed expectations of our patients </li></ul><ul><li>To be amongst the very best in whatever we do </li></ul>Organisational Philosophy
  29. 29. <ul><li>To provide a level of patient care and service good enough for our own mothers , without the need for special arrangements. </li></ul>Quality
  30. 30. <ul><li>Match and exceed the best performers </li></ul><ul><li>Standards set by other industries </li></ul><ul><li>Lowest infection rate </li></ul><ul><li>Shortest length of stay </li></ul><ul><li>Lowest average bill size </li></ul>Benchmarking Kameda Medical Center, Japan Mayo Clinic, Rochester, USA Aravind Eye Hospital, India
  31. 31. <ul><li>Botanic Gardens </li></ul><ul><li>Citibank </li></ul><ul><li>City Cab </li></ul><ul><li>CPF </li></ul><ul><li>General Electric </li></ul><ul><li>IKEA </li></ul><ul><li>McDonald </li></ul><ul><li>National Library Board </li></ul><ul><li>Raffles Hotel </li></ul><ul><li>Ritz-Carlton Millenia </li></ul><ul><li>SIA </li></ul><ul><li>Singapore Zoological Gardens </li></ul><ul><li>Toyota </li></ul>Benchmarking
  32. 32. “ Learning from the Best” Raffles Hotel National Library Board Singapore Telecoms General Electric Ritz Carlton Hotel Bernard Harrison & Friends Glaxo SmithKline Agilent Technologies Victoria Junior College Ikea Chris Lowney Singapore Prisons
  33. 33. People Participation Programmes -Quality Circles -Staff Suggestion Scheme -Support Group Organisational Management Systems (Tools & Initiatives) FOUNDATION INTERMEDIATE 6 Sigma Programme Balanced Scorecard Toyota Production System Management & Planning -Strategic Planning -Leadership Development Programme <ul><li>Customer </li></ul><ul><li>Loyalty Programme </li></ul><ul><li>Process Management </li></ul><ul><li>Statistical Tool </li></ul>Innovation & Creativity Programmes -WOW @ AH -Fun @ AH -Kaizens/CPIP <ul><li>Strategic HR Planning </li></ul><ul><li>-Talent Scouting/Growing/ Retaining </li></ul>Continuing Business Excellence Voice of Customer Process Mapping Customer Feedback System Process Measurement 5S House-keeping ISO 9001:2000 Integrated QEMS ISO 9001/ISO 14001 Singapore Quality Class People Developer Standards ISO 14001 JCI Singapore Quality Award ADVANCED
  34. 34. Continuous Quality Improvement <ul><li>Individual’s initiative (I see, I do) </li></ul><ul><li>Group Initiative (We see, we do) </li></ul><ul><li>Staff Suggestion Scheme (I see, I recommend) </li></ul><ul><li>Quality Circles (Plan, do, check, act) </li></ul><ul><li>Six Sigma (Define, measure, analyse, improve, control) </li></ul><ul><li>Task Forces (Conceptualise new ways of adding values) </li></ul><ul><li>Wow Initiatives </li></ul><ul><li>Fun @ AH </li></ul>
  35. 35. <ul><li>Closing quality gaps: </li></ul><ul><ul><li>What we are providing what is good enough for our families </li></ul></ul><ul><li>Improvement through: </li></ul><ul><ul><li>Elimination of redundancy </li></ul></ul><ul><ul><li>Simplification </li></ul></ul><ul><ul><li>Functional integration </li></ul></ul><ul><ul><li>Automation </li></ul></ul>Quality Circle (QC)
  36. 36. Toyota Production System <ul><li>Define value precisely </li></ul><ul><li>Remove muda (waste) </li></ul><ul><li>Continuous flow process </li></ul><ul><li>Kaizen (continuous incremental improvement) and Kaikaku (radical improvement) </li></ul><ul><li>Pull (rather than push) production </li></ul><ul><li>Aim for perfection </li></ul>
  37. 37. Better, Faster, Cheaper & Safer Diagnose, Treat, Advise Customer’s Needs :
  38. 38. 1. Define 2. Measure 3. Analyse 4. Improve 5. Control Six Sigma Process Design/Re-Design
  39. 39. Grab a bite! Paging Service Home Sweet Home Pre-Appointment Reminder via SMS/Letter Appointment Day Registration Blood Test Consultation Post Consult Services Appointment & Payment Pharmacy “ WOW @ Specialist Outpatient Clinic ” Preparing you for Hospital Admission Height & Weight Chaperon Your experience starts here Waiting for Consultation Meal Voucher
  40. 40. Simplicity <ul><li>Good quality … affordable… to many </li></ul><ul><li>Find the simplest way to get work done </li></ul><ul><li>Achieve BIG results with small means </li></ul><ul><li>- IKEA </li></ul>
  41. 41. <ul><li>Performance Indicators </li></ul><ul><li>Clear performance targets </li></ul><ul><li>Graphic presentation for impact </li></ul>Measurement (What you cannot measure, you cannot manage)
  42. 42. <ul><li>Infection rates </li></ul><ul><li>Unplanned returns to A&E </li></ul><ul><li>Unplanned returns to operating theatres </li></ul>Service Indicators Clinical Indicators <ul><li>Telephone service </li></ul><ul><li>Total turnaround time </li></ul><ul><li>Patient satisfaction </li></ul>
  43. 43. Balanced Scorecard Financial Internal Process Learning and Growth Customer MISSION AND STRATEGY OUTCOMES DRIVERS
  44. 44. Balanced Scorecard Charts
  45. 45. Paradox of Measurement It is important to measure. But the most important cannot be measured.
  46. 46. 会认人 会用人 会做人 Talent Building Recognise talent Deploy talent - - - - - -
  47. 47. <ul><li>Some people make the world go round; </li></ul><ul><li>Some watch the world go round; </li></ul><ul><li>Some are not aware that the world is going round; </li></ul><ul><li>Some are simply enjoying the opportunity to complain about the way the world is going round, too slow, too fast ….. </li></ul>Making The World Go Round
  48. 48. Recruitment <ul><li>Selecting the right staff for the right job </li></ul><ul><li>Matching “natural talent” to job </li></ul><ul><li>The “best” person may not be the “right” person </li></ul>Michael Schumacher
  49. 49. <ul><li>Hire for Attitude </li></ul><ul><li>Train for Skill </li></ul>Human Resource Management Wanted : Happy, positive people
  50. 50. Career Sweet Spot Talent Value to Others Passion Thinking style : Visual, auditory or kinesthetic
  51. 51. The High Performance Team <ul><li>The ambitious General Manager </li></ul><ul><li>The spare-no-expense Designer </li></ul><ul><li>The perfectionist, take forever R&D Director </li></ul><ul><li>The efficiency-above-all else Production Manager </li></ul><ul><li>The stingy Finance Director </li></ul><ul><li>The obliging Marketing Manager </li></ul><ul><li>The give-away-for-nothing Salesman </li></ul>CANNOT STAND ONE ANOTHER
  52. 52. Staff Training
  53. 53.
  54. 54. <ul><li>Be Proactive </li></ul><ul><li>Begin with the end in mind </li></ul><ul><li>Put first thing first </li></ul><ul><li>Think win-win </li></ul><ul><li>Seek first to understand, then be understood </li></ul><ul><li>Synergize </li></ul><ul><li>Sharpen the saw </li></ul>7-Habits of Highly Effective People
  55. 55. Jesuits’ Leadership <ul><li>Self awareness : strengths, weaknesses, values, worldview </li></ul><ul><li>Ingenuity : innovate, adapt to and embrace a changing world </li></ul><ul><li>Love : engage others with a positive, loving attitude </li></ul><ul><li>Heroism : energize themselves and others through heroic ambitions </li></ul>
  56. 56. <ul><li>Core values </li></ul><ul><li>Big hairy audacious goals </li></ul><ul><li>Just do it </li></ul><ul><li>Competition with self </li></ul><ul><li>Power of “And” </li></ul>Built To Last
  57. 57. <ul><li>Cheap and Good </li></ul><ul><li>Fast and Accurate </li></ul><ul><li>Competent and Caring </li></ul><ul><li>High Tech and High Touch </li></ul><ul><li>Short and Long Term Focused </li></ul>Power of “And”
  58. 58. A Bias For Action “ Take small steps in rapid succession.” - Mr Khaw Boon Wan Minister for Health Think, think, do, think, do, think, do ….. (not paralysis through analysis) Fast, temperamental horses, not slow docile mule
  59. 59. <ul><li>Can do </li></ul><ul><li>Sure </li></ul><ul><li>Certainly </li></ul><ul><li>Happy to help </li></ul><ul><li>Let me find a way to help </li></ul><ul><li>Consider it done </li></ul>
  60. 60. Execution Is Everything Ideas (including those from CEOs) are a dime a dozen. Ability to execute, making the idea work is worth millions. ~ Mr Koh Boon Hwee Chairman, DBS
  61. 61.
  62. 62. Rewards The capable gets more responsibility but also more authority, freedom and rewards. Equality is unfair.
  63. 63. <ul><li>Priority is to meet and exceed expectation of the 90% of staff who are doing their best. </li></ul><ul><li>Poor performers receive counselling, training and finally, advice on alternative career. </li></ul><ul><li>No surprises at annual performance appraisal. </li></ul>Human Resource Management Staff Turnover Management
  64. 64. “ Vitality Curve” “ Top 20” “ Bottom 10” “ The Vital 70” General Electric
  65. 65. <ul><li>Just-Do-It awards </li></ul><ul><li>SQ awards </li></ul>Recognition & Celebration
  66. 66.
  67. 67.
  68. 68. <ul><li>Hearing </li></ul><ul><li>Listening </li></ul><ul><li>Knowing </li></ul><ul><li>Understanding </li></ul><ul><li>Believing </li></ul><ul><li>Doing </li></ul>Communication Every time we fail to be the best that we can be, we hurt our patients and waste their money, sometimes we kill them.
  69. 69. <ul><li>Management walk about </li></ul><ul><li>Feedback forms </li></ul><ul><li>Toll-free telephone </li></ul><ul><li>Telephone survey </li></ul><ul><li>Focus group discussions </li></ul>Customer Feedback “ If your failure rate is one in a million, what do you tell that one customer?” - IBM
  70. 70. <ul><li>Orientation </li></ul><ul><li>Management walk about </li></ul><ul><li>Training Programmes </li></ul><ul><li>Small group meetings with Senior Management </li></ul><ul><li>QC activities </li></ul><ul><li>Formal staff suggestion scheme </li></ul><ul><li>Employee satisfaction survey </li></ul>Staff Feedback
  71. 71. <ul><li>1. What can we do to further improve the quality of patient care and services? </li></ul><ul><li>2. What can we do to improve your life in AH ? </li></ul><ul><li>3. Who are the 3 doctors, 3 colleagues you respect the most in this hospital? </li></ul>Staff Meeting with CEO
  72. 72. Results <ul><li>Patient Satisfaction Rate rose from 69% (1999) to 98.8% (2009) </li></ul>
  73. 73. The New Millennium <ul><li>Globalisation, internet & genomics change everything </li></ul>
  74. 74. Running Faster and Going Nowhere
  75. 75. “ Only the paranoid survive.” - Andrew S Grove
  76. 76. “ Only the paranoid survive.” - Andrew S Grove Business goes on to new heights Business Declines Inflection Point The Strategic Inflection Curve The Next S Curve
  77. 77. AH Khoo Teck Puat Hospital
  78. 78. <ul><li>“ I posed the challenge to the AH rebuilding team: build a hospital… designed with patients unambiguously at the centre of the focus, with technology fully exploited for the benefit and convenience of patients…. It will be a hospital which is well linked… and to which the patients can be transferred seamlessly… It will be a hassle-free hospital.” </li></ul><ul><ul><ul><ul><ul><li>- Mr Khaw Boon Wan </li></ul></ul></ul></ul></ul><ul><li> Minister for Health </li></ul><ul><li> Parliamentary Debate </li></ul><ul><li> 17 March 2004 </li></ul>“ Hassle-Free Hospital”
  79. 79. Do to healthcare what NLB has done for library Transforming Healthcare
  80. 80. Trailblazing Hospital of The Future Touching Lives, Pioneering Care, Making A Difference - Dr James Low, Head, Geriatric Medicine
  81. 81. <ul><li>Hassle-free processes designed for patients’ convenience </li></ul><ul><li>Engaging patients and their families as partners </li></ul><ul><li>Safety of patients are of paramount importance </li></ul><ul><li>Intuitive, easy movement for patients and visitors </li></ul><ul><li>Minimal movement for patients </li></ul><ul><li>Clustering of services and facilities </li></ul>Patient Centric
  82. 82. <ul><li>Wireless technology </li></ul><ul><li>Digitalized hospital </li></ul><ul><li>Sensing devices </li></ul><ul><li>Robotics </li></ul>Technology As An Enabler
  83. 83. <ul><li>Warm, “cuddling” feeling </li></ul><ul><li>Calming and cheerful environment </li></ul>High Touch
  84. 84. <ul><li>Hospital within a garden, garden within a hospital </li></ul><ul><li>Tranquil, restful, healing environment </li></ul><ul><li>Sight, scent and sound of nature </li></ul><ul><li>Surrounding patients with nature </li></ul>Healing Environment
  85. 85. Finding The New Breakthrough Learn from everyone Follow no one Look for pattern Work like hell
  86. 86. El Camino Hospital Sutter Health Sacramento Latter-Day Saints (LDS) Hospital
  87. 87. Make Visual the Patient Process Flow Designing The Patient Flow
  88. 88. Focal Group Discussion
  89. 89. Engaging URA, PUB, NParks, LTA and Sembawang Town Council in developing Yishun Pond and integrating with Yishun Park
  90. 90.
  91. 91. Khoo Teck Puat Hospital Subsidized Ward Tower Private Ward Tower Medical Centre Entry & Lobby A&E
  92. 93.
  93. 96. Fast Medicine Slow Medicine Cruise Medicine (Assembly Line)
  94. 97. Design Thinking <ul><li>Human-centred approach </li></ul><ul><li>Deep dive </li></ul><ul><li>Extreme user </li></ul><ul><li>Divergent convergent </li></ul><ul><li>Visual thinking </li></ul><ul><li>Rapid prototyping </li></ul><ul><li>Fail early, fail often </li></ul><ul><li>Enough is enough (dateline) </li></ul>
  95. 98.
  96. 99. Conclusion
  97. 100. Selling a product ≠ Addressing customer’s needs Eg. Seller : Selling a T-shirt Customer : Buying a “cool” image
  98. 101. All about the customers not us
  99. 102. There is no secret recipe
  100. 103. Service Is More Than Just A Smile <ul><li>People </li></ul><ul><li>Business model </li></ul><ul><li>Systems and process </li></ul><ul><li>Technology </li></ul><ul><li>Aesthetics and ambience </li></ul><ul><li>Culture </li></ul><ul><li>Leadership setting the tone </li></ul>
  101. 104. [email_address]

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