Explore free content from the Baldrige Excellence Framework booklet. Table of contents and sample Criteria item (PDF) About the Baldrige Excellence Framework.Using Baldrige to Achieve Performance Excellence. May / June 2. 00. Performance Excellence. Proceedings from the Quality Colloquium. Using the Baldrige Criteria to Achieve Performance Excellence. Jane Poulter, BSN, MSAThe Baldrige Criteria for Performance Excellence have proven in healthcare as well as other industries to be an effective roadmap through complex and challenging conditions. The Baldrige criteria provide a structured approach to performance excellence. They move organizations from providing good quality care for one patient one time to all patients all of the time. This article provides a brief history of the Baldrige program, discusses how Malcolm Baldrige National Quality Award recipients are selected, gives a general overview of the criteria, and tells how organizations use the Baldrige criteria. Each year the president of the United States gives the Baldrige Award to the best performing organizations in the country. In a nutshell, a Baldrige Award recipient is an organization that demonstrates performance excellence.
They are well- led organizations that provide high- quality services and products. They have satisfied patients and other customers as well as satisfied employees and staff. The organization obtains excellent results in multiple areas — healthcare and operational performance outcomes, patient and employee/staff satisfaction, financial and organizational viability, information use and knowledge transfer, process management — and they are good citizens in their community. Who would not want to work for an organization that has these qualities? Beyond identifying these excellent performing organizations, the primary purpose of the Baldrige program is education. In exchange for the prestige associated with receiving the Baldrige Award from the president, recipients are obligated to share with others "how they did it." They conduct this sharing through conferences that showcase best practices, supporting state and local award programs, and hosting visits to their sites. The Baldrige program experience has been that recipients are very generous in this sharing. What is the history of the program? In the early and mid 1. U. S. marketplace and for doing business in an ever- expanding, more demanding, highly competitive global market. Congress responded by passing the Malcolm Baldrige National Quality Improvement Act of 1. The goal of the act was to enhance the competitiveness of U. S. business. In 1. Baldrige Award. The Commerce Department's National Institute of Standards and Technology manages the Baldrige Award program in conjunction with the private sector. To date, three healthcare organizations have received the Baldrige Award. In 2. 00. 3 there were two recipients: Baptist Hospital Inc., a healthcare system located in Pensacola, Florida, consisting of two hospitals and an ambulatory care complex; and Saint Luke's Hospital, the largest hospital in Kansas City, Missouri. An article about Saint Luke's Hospital immediately follow this introduction. Ed.] In 2. 00. 1, SSM Healthcare was our first healthcare recipient. SSM, headquartered in St. Louis, Missouri, is a healthcare system consisting of 2. Missouri, Illinois, Oklahoma, and Wisconsin. List of Available Items: Action Name Number Type Price; 2015-2016 Baldrige Excellence Framework-Health Care (PDF - includes the Health Care Criteria for Performance. SSM also has physician practices, home care, and hospice services. How are Baldrige Award recipients selected? Applicants for the Baldrige Award identify themselves and submit to the Baldrige program a 5. Baldrige criteria. Applicants go through a three- stage review process. All applicants go through Stage 1, about half of the applicants advance to Stage 2, and about one- quarter of the applicants progress to Stage 3. At Stage 1, Independent Review, 7 to 1. Baldrige examiners complete a written review of their assigned application. Each examiner conducts his/her work individually with no discussion or sharing of his/her work with other examiners. The examiner's written evaluation and numerical scoring of the application is returned to the Baldrige program. The scores of all applicants are reviewed by the Baldrige panel of judges, which selects the applicants that will advance to Stage 2. All of the remaining applicants go into the feedback report writing process. Every applicant receives a written report detailing their strengths and opportunities for improvement against the Baldrige criteria. At Stage 2, Consensus Review, a team of six Baldrige examiners review and jointly agree on their evaluation and scoring of each application. Baldrige Education Criteria for Performance Excellence → Baldrige for Staff → Data Notebooks. Data Notebooks/Folders. What are Data Notebooks/Folders? Again the panel of judges meet and use the scoring data to select which applicants will advance to the next stage, Stage 3, and which will go into the feedback report process. At Stage 3, Site Visit Review, teams of six to eight examiners visit the applicant organizations to interview the leadership team and employees, to observe processes, and to review applicant materials. A comprehensive site visit report is written. These reports are reviewed and discussed by the panel of judges that decides which organizations to recommend to the secretary of Commerce to become Baldrige Award recipients. The secretary makes the final decision. What are the Baldrige Criteria for Performance Excellence? In addition to their use in identifying Baldrige Award recipients to serve as role models of performance excellence, the criteria are used to help organizations assess their improvement efforts, to diagnose their overall performance management system, and to identify their strengths and opportunities for improvement. Three versions of the criteria represent each of the main organizational sectors: business, education, and healthcare. The primary differences among the criteria are the use of language appropriate for each sector and the integration of sector- specific themes. For healthcare, the themes include a focus on patient care and patient health outcomes. The Baldrige criteria address seven major areas, called categories. In the Healthcare Criteria for Performance Excellence, these categories are: Leadership; Strategic Planning; Focus on Patients, Other Customers, and Markets; Measurement, Analysis, and Knowledge Management; Staff Focus; Process Management; and Organizational Performance Results. The Baldrige criteria and process start with leadership and end with results. The criteria are designed to work as an integrated framework to achieve a system of performance excellence. Leadership; Strategic Planning; and Focus on Patients, Other Customers, and Markets link together to emphasize the importance of leaderships' focus on strategy and patients and other customers. Staff Focus, Process Management, and Organizational Performance Results create a focus upon the staff and key processes that accomplish the work of the organization that yields performance results. The Measurement, Analysis, and Knowledge Management category acts as the foundation for this performance management system. A fact- based system is critical to improving an organization's healthcare and operational performance. All of the categories link together to support a systems perspective of the organization and the importance of feedback in an effective performance management system."Know thyself" — Plato. The criteria are written as a series of questions. Answering these questions helps organizations to gain knowledge of themselves. These questions can be compared to the questions that Socrates used as his teaching method with his students. There are two types of criteria questions: questions about the organization's processes and questions about the organization's results. Under the seven criteria categories, these questions are grouped into topic areas that in the criteria are called "items." The questions under process items seek information on how an organization does its work. How are processes designed? How are data and information used in the processes? How does the organization spread or deploy its processes, data, and information to appropriate units throughout the organization, and how does the organization evaluate and improve its processes? A sampling of these process questions can be taken from criteria item 3. Patient, Other Customer, and Healthcare Market Knowledge. The questions include "How do you listen and learn to determine key patient/customer requirements and expectations .. The questions explore further into how the listening and learning methods vary for different patient/customer groups, and how the organization uses information from current and former patients and customers. In criteria item 6. Healthcare Processes, a primary question asked is "How does your organization determine its key healthcare processes.. This is followed by "How do these processes contribute to improved healthcare service outcomes?" and "How are healthcare delivery processes and likely outcomes explained to set realistic patient expectations?" You can see from these examples that the criteria are written to be non- prescriptive. The criteria do not prescribe that an organization should or should not have specific structures such as departments for quality, planning, or other functions. They also do not prescribe the use of specific procedures, tools, or measures. Each organization identifies what is best for itself based upon the key influences on how it operates and the key challenges it faces. The criteria also ask questions about results. The questions for results are linked to the important processes and action plans that the organization identified in its answers to the process questions. This supports the systems approach to performance excellence. In the results items, the organization is asked to provide its current level, past trends, and comparative data or benchmarks for its results. As an example, item 7.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. Archives
September 2016
Categories |