Standards and Checklists for Merry Glen
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The document discusses how Merry Glen, a residential facility, can reduce mistakes through establishing clear standards, checklists to measure outcomes against expectations, and coaching. It notes the many interactions that occur daily between residents, staff, vendors, and others. Standards set expectations for job functions and team behavior. Checklists objectively measure performance. Coaches will conduct checklists and provide feedback to improve standards and processes. Positive action plans are proposed for underperformers to lift them up rather than terminate them.
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Does your organization struggle with engaging everybody in daily continuous improvement? Is it difficult to figure out how to combine formal improvement events, projects, and "WorkOuts" while engaging all employees to bring forward their ideas? Are you unsure how to spread improvement methodologies across departments?
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- 1. STANDARDS & CHECKLISTS MERRY GLEN: 2012
- 2. THERE’S A LOT GOING ON!!! • 17 Residents • 33 Staff • Dozens of Members • Hundreds of vendors/service people/STA drivers/Case Managers/etc/etc/etc Every day the people who make up Merry Glen have thousands of interactions with others.
- 4. SO, HOW DO WE MAKE FEWER MISTAKES? 1. Have a clear set of expectations to be met. 1. Check outcomes against expectations. 1. Modify as necessary.
- 5. SO, HOW DO WE MAKE FEWER MISTAKES? 1. Have a clear set of expectations to be met. 1. Check outcomes against expectations. 1. Modify as necessary.
- 6. SO, HOW DO WE MAKE FEWER MISTAKES? 1. Have a clear set of • Standards expectations to be met. 1. Check outcomes against • Checklists expectations. 1. Modify as necessary. • Coaching
- 8. STANDARDS “A level of Quality or Attainment ” --Wikipedia • Focused on outcomes that can be “measured”. • Standards allow teams to excel and high performers to be recognized • Without Standards, there are no “Rules” • High Performing Teams DEMAND High Standards
- 9. WITHOUT STANDARDS • People make things up as they go along • Management looks ineffective as it doesn’t take consistent action • Poor performers are rewarded same as strong ones • People stop caring
- 10. YOU SET THE STANDARD • Developing standards for various activities, times of day, job functions—Everything we do. (In Binder outside Doug’s office) • Standards are set by the people who make them happen— YOU! • Focused on team behavior…not an attempt to single out • Always in draft form—make any comments on draft documents; ongoing review
- 11. IMPLEMENTING STANDARDS • Following through on Standards requires ongoing evaluation • Objective review of how Standards are implemented protect teams from accusations of poor performance • Continuous review of Standards and how they are met are “how we get better” • LOTS of Standards being compiled
- 12. CHECKLISTS CONNECTING STANDARDS TO PERFORMANCE
- 13. WHAT’S IN A CHECKLIST • A Sub-Grouping of Standards • It is only a tool, not a solution in and of itself • Standards are previously agreed upon • Checklists are Objective—the Standard must be measurable and observable; anyone would find the same result
- 14. WHO COMPLETES A CHECKLIST? Anyone at any time COULD complete a Checklist, including a member of the Team who is concerned/dissatisfied with Team performance. Checklists are discussed and input recorded with Team/Leads Also implementing Coaches concept to allow for frequent review of Standards
- 15. COACHING REVIEWING & MODIFYING STANDARDS
- 16. COACHES • Beginning with Four • Krystal, Ellen, Amanda, Doug • Will be doing Checklists at various times throughout the day/throughout the week • Information returned to Quality Assurance (QA) meeting to improve Standards/Policies/Processes • Could be many more Coaches—Everyone a Coach!
- 17. COACHING AND ON-CALL House On-Call Medical On-Call • Routine staff scheduling assistance • Medical issues requiring consultation by • Emergency staffing as needed licensed personnel • Responding to logistical/support issues (i.e. • Emergency medical situations plumbing emergencies) • Coaching Duties Ellen, Krystal, Amanda, Doug Karen, Empowering People (Nurse Delegators)
- 18. HOW DO WE DEAL WITH UNDERPERFORMERS? Positive Action Plans Standards with Positive Action Plans make Teams responsible for their own Performance and provides a method to improve
- 19. POSITIVE ACTION PLAN • Like Standards, agreed to by Team Members • Idea is to lift people up, not terminate them • When the problem IS the Team member, it offers a way to correct or terminate worker
- 20. IMPLEMENTING POSITIVE ACTION PLANS • Positive Action Plans are focused on Individual performance • A step by step workplan to learn proper procedures, review them, and implement them • If still no improvement…termination