2015 PiPEx
Baldrige-based Health Care Event
Performance
Excellence
Affordable
Care Act
Welcome!
“I see the Baldrige process as a powerful set of mechanisms for disciplined
people engaged in disciplined thought and taking disciplined action to
create great organizations that produce exceptional results.”
Jim Collins, bestselling author of Good to Great: Why Some Companies Make the Leap… And Others Don’t
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Agenda
How Baldrige Came About
 A historical perspective
 The Baldrige Enterprise
The Framework/Criteria
 Baldrige Performance Excellence Overview
 Baldrige-based Model
Using the Baldrige Criteria
 Understanding Criteria Items
 Evaluation
 Why Baldrige for Health Care?
Introduction to PiPEx
 Who we are
 What we do
Resources
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History of Baldrige
In the mid-1980s, U.S. leaders realized that American companies needed to
focus on quality in order to compete in an ever-expanding, demanding global
marketplace.
The goal of the Malcolm Baldrige National Quality Improvement Act of 1987 (Public Law
100-107) is to enhance the competitiveness of U.S. businesses. Its scope has since been
expanded to health care and education organizations (in 1999) and to
nonprofit/government organizations (in 2005).
Congress created the program to:
 Establish criteria for evaluating improvement efforts
 Identify and recognize role-model businesses
 Disseminate and share best practices
Malcolm Baldrige
Secretary of Commerce
1981-1987
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Baldrige Enterprise
National Program
State Programs
Massachusetts · New York · Connecticut
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Partners in Performance Excellence
 Who We Are
– Partners in Performance Excellence is the only multi-state
program that is a member of and authorized through the
Alliance for Performance Excellence to serve MA, NY, and CT.
The National Baldrige Program supports us with publications,
educational materials, conferences, and much more.
 Our Mission
– To help organizations become more effective, competitive, and
sustainable using the proven Baldrige framework for
performance excellence.
 Our Vision
– To be the partner of choice in guiding organizations across MA,
NY, and CT to world-class performance excellence.
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Baldrige Performance Excellence Overview
Baldrige an integrated management framework that gets results.
Criteria are “just” a set of really good
questions designed to help you:
 Understand your organization
 Lead your organization
 Manage your organization
 Improve your organization
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Baldrige-Based Model – A Systems Perspective
 A flexible “systems” approach - non-prescriptive
 Uses the latest validated management practices
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Leadership
Baldrige is a Holistic Management Framework
Strategic Planning
Customer Focus;
Measurement, Analysis & Knowledge Management
Workforce Focus
Operations Focus
Results
ISO, Six Sigma, Lean, Balanced Scorecard, Strategy Maps
Tools
 The Baldrige Criteria focus on organizational improvement and innovation systems.
 Six Sigma & Lean methodologies drive waste and inefficiencies out of processes that users of the
Baldrige Criteria identify for improvement.
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2015-2016 Baldrige Excellence Framework and
Criteria (Health Care)
www.nist.gov/baldrige/publications/upload/2015_2016_Baldrige_Framework_HC_Free_Sample-2.pdf
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From Fighting Fires to Innovation:
An Analogy for Learning
Business/Nonprofit, Education, and Health Care
Credit: From Baldrige Performance Excellence Program. 2015. 2015–2016 Baldrige Excellence Framework: A Systems Approach to
Improving Your Organization’s Performance. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards
and Technology. http://www.nist.gov/baldrige.
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Evaluating Items
Process
Results
A – Approach, method described
Le – Levels, results listed in meaningful
scales
D – Deployment, where and when used
T – Trends, positive direction , rate, 3 data
points over three years
L – Learning, evidence of cyclical
improvements based on outcomes
C – Comparisons, appropriate results
comparatives provided
I – Integration, process is aligned with
needs, goals, and related processes
I – Integration, results linked to needs,
goals and key factors
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Top Issues Confronting Hospitals
Top Issues Confronting Hospitals
 Financial challenges
 Patient safety and quality
http://www.ache.org/PUBS/research/ceoissues.cfm
 Healthcare reform implementation
 Governmental mandates
 Care for the uninsured
 Patient satisfaction
 Physician-hospital relations
“As CEOs are positioning their organizations to succeed in an
uncertain environment, it is not surprising that financial
challenges, patient safety and quality, and healthcare reform
continue to be on their minds,” says Thomas C. Dolan, PhD,
FACHE, CAE, Past President and CEO of ACHE.
 Technology
 Population health management
 Personnel shortages
 Creating an accountable care organization
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Why Baldrige?
Comparison Between Joint Commission Standards,
Malcolm Baldrige National Quality Award Criteria, and
Magnet Recognition Program Components
“While Joint Commission standards, and Baldrige criteria, and the Magnet components
contain requirements that address the effectiveness of important activities, the Baldrige
criteria could be considered to be more encompassing in its expectations. The Baldrige
criteria focus on outcomes in several areas not explicitly addressed in Joint Commission
standards, including productivity and cycle times, strategy implementation results, patient
satisfaction levels, patient and stakeholder engagement, various aspects of the workforce
climate, societal responsibilities, and financial and market performance.”
The Baldrige criteria address more “business” issues than the Joint Commission
standards. The Magnet program naturally focuses on excellence in nursing.
Organizations that use all three—the Joint Commission standards, Baldrige criteria, and
Magnet components—may actually have the most robust approaches to organizational
improvement.
Joint Commission Website 3/14/2013:
http://www.jointcommission.org/joint_commission_and_baldrige/
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Baldrige Hospitals
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Experience faster five-year performance improvement than peers.
Are 83% more likely to be among Thomson Reuters’ 100 Top Hospitals®
Outperformed non-Baldrige hospitals on 6 of 7 - 100 Top Hospitals
Measures.
 100 Top Hospital winners extensively use Baldrige practices (80%).
Highest formal use: Teaching hospitals (nearly 70%)
By 2018:
 65% of Hospitals will most likely use the Baldrige Criteria
for improvement or assessment.
 41% of Hospitals are likely to apply for a state-level Baldrige-based award.
Hill Country Memorial
Fredericksburg, TX
2014 MBNQA Recipient
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Value of Baldrige
 Adaptable to Your Organization
– Baldrige is not prescriptive
• You decide what is important to your organization in the Organization
Profile
– The Health Care Criteria encourages use of creative and flexible
approaches
• You choose improvement tools most suited to your organization and
culture, assess your progress, and adapt
 Adaptable to Your Organization
– Baldrige Award applicants, receive a valuable feedback reports
identifying organizational key themes, strengths, and
opportunities for improvement
– Opportunities to network with and benchmark Baldrige Award
recipients, role model organizations across industries
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Upcoming Events
 Customer & Employee Metrics for Success
June 15, 2015
8:30 am – 12:00 pm
New England Organ Bank
60 1st Avenue
Waltham, MA 02451
 PiPEx Baldrige-based Examiner Training
August 31, 2015 &
September 1, 2015
8:30 am – 4:00 pm
New England Organ Bank
60 1st Avenue
Waltham, MA 02451
September 2, 2015 &
September 3, 2015
8:30 am – 4:00 pm
TBD
Utica, NY
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Resources
For More Information:
 Partners in Performance Excellence
www.partnerspex.org
 Baldrige Performance Excellence Program:
www.quality.nist.gov
 The Alliance for Performance Excellence:
www.baldrigepe.org
 The American Society for Quality:
http://asq.org/
Get Involved:
Marta Nichols, PiPEx Executive Director
• marta@partnerspex.org
• 781-801-6893
http://www.partnerspex.org
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A Special Thanks to Our
Current Members and Sponsors
PiPEx is recognized by the IRS as a 501(c)(3) tax exempt, charitable organization.
As such, your membership and contributions are tax deductible.
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