AmAsia3 Consultant Optimizes Healthcare Processes
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AmAsia3 is a management consulting firm that helps healthcare clients build world-class organizations. They fuse commercial best practices with local knowledge to optimize global capabilities, create cost-effective infrastructure, and establish dependable local operations. This ensures high customer responsiveness and satisfaction through culturally intelligent products and insights into market opportunities for growth. The presentation then provides an overview of the Baldrige criteria for healthcare excellence, focusing on the process management category and its sections on work systems design, work process design, emergency readiness, work process management and improvement.
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AmAsia3 Consultant Optimizes Healthcare Processes
- 1. World Class Health Care Part VI – Process Management ®
- 2. AmAsia3 Value Proposition AmAsia3 fuses best practices from commercial operations with a deep knowledge of regional markets, local communities, and cultures. We work with our clients to build world class healthcare organizations that bring products and services to market and into the hands of satisfied customers across the globe. Senior consultants work to optimize global capabilities, create a cost-effective infrastructure, and solidify a local, dependable base of operations. This ensures a higher level of customer responsiveness and satisfaction, culturally intelligent products, and valuable insights into market conditions and opportunities for future growth. ®
- 3. Introduction – Presenter John R. West AmAsia3 Management Consultant ® International Management Consultant • 15 + years • All Industries • Assessments • Performance Excellence • Customer Satisfaction • Problem Solving • Led 5 Clients to win Dubai Quality Award Experience FedEx • Global Quality Manager • Ombudsman for the Customer • Led FedEx to be 1st Baldrige Winner in Service Category Volunteer • President Bush 41- Points of Light Award • Hands on Network • Business As Mission
- 4. Introduction Attaining Performance Excellence • Country awards/programs –World Class assessment tools – Criteria very objective – Leads to world class performance The material in the following slides is used with permission of the Baldrige Performance Excellence Program. 2013. 2007 Criteria for Performance Excellence. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. Obtain a copy of the full Criteria at www.nist.gov/baldrige/publications/criteria.cfm ®
- 5. Health Care Criteria for Performance Excellence Seven Categories 1. Leadership 2. Strategic Planning 3. Focus on Patients, Other Customers & ® Markets 4. Measurement, Analysis, Knowledge Management 5. Workforce Focus 6. Process Management 7. Results
- 6. Health Care Criteria for Performance Excellence Category 6 – Process Management 6.1 Work Systems Design a. Core Competencies 1) Describe how you determined your core competencies. 2) List your core competencies and tell how they relate to your mission and action plans. 3) Describe how you design and innovate your overall ® work systems. 4) Describe how you decide which processes within your overall work systems will be internal and which will depend on external resources.
- 7. Health Care Criteria for Performance Excellence Category 6 – Process Management 6.1 Work Systems Design b. Work Process Design 1) List your key work processes and explain how they relate to your core competencies. Tell how these processes contribute to delivering value to patients. 2) Tell how you determine key process requirements, from whom who receive input for these requirements and then list these requirements. 3) Tell how you design and innovate your key processes to meet requirements, including the technology, organizational knowledge, and consideration of the need for agility in the design. ®
- 8. Health Care Criteria for Performance Excellence Category 6 – Process Management 6.1 Work Systems Design ® c. Emergency Readiness 1) Tell how you ensure work system and workplace preparedness for disasters or emergencies. 2) Tell how your disaster and emergency preparedness system consider prevention, management, and continuity of operations for patients and the community, evacuation, and recovery.
- 9. Health Care Criteria for Performance Excellence Category 6 – Process Management 6.2 Work Process Management and Improvement a. Work Process Management 1) Tell how you implement your work processes to ensure that they meet your design requirements? Tell how you use patient and supplier input to manage processes. Describe your key performance measures and indicators used to control and improve your processes. 2) How are health care delivery processes and expected outcomes explained to set realistic patient expectations? 3) Tell how you minimize overall costs associated with inspections, tests, and process or performance audits. Tell how you prevent rework and errors, including medical errors. ®
- 10. Health Care Criteria for Performance Excellence Category 6 – Process Management 6.2 Work Process Management and Improvement b. Work Process Improvement 1) Tell how you improve your work processes to achieve better performance, to reduce variability, to improve health care services and outcomes, and to keep the processes current with health care service and business needs and directions. 2) Tell how you share improvements and lessons learned with other organizational units to drive organizational learning and innovation. ®
- 11. Health Care Criteria for Performance Excellence This concludes the Process Management category of the Baldrige Health Care Criteria for Performance Excellence. For questions, or comments, or for assistance in having your organization assessed to start on the road to improvement, you may contact John by e-mail – jwest@amasia3.net Next, we will address the Results category. ®
Editor's Notes
- Are you satisfied that your health care organization has attained world class performance in every service and/or product it offers? If not, then this presentation is for you. The ideas in this presentation comprise an objective global method of attaining world class health care excellence. Hello. My name is John R West and I have the privilege of presenting to you a proven method of attaining and sustaining world class health care. Both as a member of headquarters management at a Fortune 500 company and as an international management consultant for many years, I have had the honor of helping organizations around the world use performance excellence to continuously improve.
- Welcome to AmAsia3. Before we begin our presentation on World Class Health Care, we would like to share our brief Value Proposition with you. This presentation will acquaint you with some recognized “best practices” and is directly aligned with our desire to help you attain and sustain a world class healthcare organization for the benefit of all of your stakeholders.
- As an international management consultant, I have traveled the globe for more than 15 years working with clients from a wide range of industries. When performing assessments of organizations I use a very objective set of criteria common in about 100 countries. What I am presenting is based on practical experience, and the principles are rooted and based on more than ten years of headquarters management at an award-winning organization.
- The best way to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care award in the United States (also used for business and education) is the Baldrige Performance Excellence Program. There is now a similar award program in about 100 other countries. The Baldrige "Criteria for Performance Excellence" (or similar award criteria in other countries) can be used to either assess health care organizations or to help them apply for the national award in their respective countries. The quotes below are from the Process Management category of the Baldrige Health Care criteria. Most of the other countries either use the US version as their base or a similar European version, but all have very similar requirements to the US version. World-class sustainability and resilience are much broader than just the environmental aspect of the terms. If every organization adheres to these criteria, they would have a viable health care organization (sustained and resilient) for a very long time. I will introduce you to the portions of the Criteria for Performance Excellence which are most applicable to attaining and maintaining performance excellence in health care. Collectively, the criteria are very objective world class assessment tools.
- These are the seven categories of the Baldrige Health Care Criteria for Performance Excellence. Each of these categories will be presented as a separate module within this presentation. To be world class, a health care organization must be performing at an excellent level in each of these categories. Within each category presentation you will be given the elements that comprise true performance excellence for that category. To the extent that your organization is thoroughly performing each of these elements, to that extent can you truly say that your organization is performaning at a world class level in that category. To the extent that your organization is not thoroughly performing at an excellent level in all of these elements, to that extent does your organization have opportunities for improvement.
- “Core competencies” refers to your organization’s areas of greatest expertise. Your organization’s core competencies are those strategically important capabilities that provide an advantage in your marketplace or service environment. Core competencies frequently are challenging for competitors or suppliers and partners to imitate and provide a sustainable competitive advantage. “Work systems” refers to how the work of your organization is accomplished. Work systems involve your workforce, your key suppliers and partners, your contractors, your collaborators, and other components of the supply chain needed to produce and deliver your health care services and business and support processes. Your work systems coordinate the internal work processes and the external resources necessary for you to develop, produce, and deliver your health care services to your patients and other customers and to succeed in your marketplace. In health care organizations, the work systems focus on delivery of health care services. These services refer to patient and community service processes for the purpose of prevention, maintenance, health promotion, screening, diagnosis, treatment/therapy, rehabilitation, recovery, palliative care, or supportive care. These include services delivered to patients through other providers (e.g., laboratory and radiology studies). Work systems also may include the conduct of health care research and/or a teaching mission, as appropriate to your organization’s mission.
- Your key work processes are the processes that involve the majority of your organization’s workforce and produce patient, other customer, and stakeholder value. Your key work processes are your most important health care service design and delivery, business, and support processes. Agility, cost efficiencies, and cycle time reduction are increasingly important in all aspects of process management and organizational design. In the simplest terms, “agility” refers to your ability to adapt quickly, flexibly, and effectively to changing requirements. Depending on the nature of your organization’s strategy and markets, agility might mean rapid change to a new technology or treatment protocol, rapid response to changing payor requirements, or the ability to produce a wide range of patient-focused services. Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novel partnering arrangements. Flexibility might demand special strategies, such as sharing facilities or workforce resources, cross-training, and providing specialized training. Cost and cycle time reduction often involve Lean process management strategies. It is crucial to utilize key measures for tracking all aspects of your overall process management.
- Disasters and emergencies might be weather-related, utility-related, security-related, or due to a local or national emergency, including potential pandemics such as an avian flu outbreak. Health care organizations should consider both community-related disasters, where they play a role as first responders, and organization-specific incidents that threaten continued operations (e.g., fire, building damage, or loss of power/water). Efforts to ensure the continuity of operations in a community emergency should consider all facets of your organization’s operations that are needed to provide health care services to patients and other customers. You should consider all your key work processes in your planning. The specific level of service that you will need to provide will be guided by your organization’s mission and your patients’ and other customers’ needs and requirements. Health care providers will likely have a higher need for continuity of services than organizations that do not provide an essential function.
- Design requirements should consider patient safety, coordination and continuity of care, and regulatory, accreditation, and payor requirements, as appropriate. Specific reference is made to in-process measurements and patient and other customer and supplier interactions. These measurements and interactions require the identification of critical points in processes for measurement, observation, or interaction. These activities should occur at the earliest points possible in processes to minimize problems and costs that may result from deviations from expected performance. Achieving expected performance frequently requires setting in-process performance levels or standards to guide decision making.
- To improve process performance and reduce variability, you might implement approaches such as the Plan-Do-Check-Act methodology, Six Sigma methodology, a Lean Enterprise System, use of ISO 9000 standards, or other process improvement tools. When deviations occur, corrective action is required to restore the performance of the process to its design specifications. Depending on the nature of the process, the corrective action could involve technical and human considerations. Proper corrective action involves changes at the source (root cause) of the deviation. Such corrective action should minimize the likelihood of this type of variation occurring again or elsewhere in your organization. When patient and other customer interactions are involved, differences among patients and other customers must be considered in evaluating how well the process is performing. This might entail allowing for specific or general contingencies, depending on the patient and other customer information gathered. This is especially true of professional and personal services. Key process cycle times in some organizations may be a year or longer, which may create special challenges in measuring day-to-day progress and identifying opportunities for reducing cycle times, when appropriate.