Writing Your TNCPE Application
Feb. 22, 2011
FieldsTA@msha.com
jim.ford@TNCPE.org
1
Introductions
•
•
•
•
Name
Organization and job responsibilities
Experience relative to TNCPE
Expectations for today
Concerns?
– Requests?
–
• Something you are “famous” for
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2
Time Management Matrix
Not Important
Important
Urgent
Not Urgent
• Crises
• Planning
• Deadline-driven projects
• Prevention
• Recognizing new opportunities
• Interruptions
• Trivia
• Some mail, meetings, reports • Busy work
• Some mail and calls
from The Seven Habits of Highly
Effective People by Stephen R. Covey
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3
An Effective Leadership System
• Common sense
• Aligns the entire system to achieve the mission
and vision and live the values
• Connects processes and results
• Identifies gaps
• Asks really good questions:
– “How do we know?”
– “How can we do it better?”
• Works for any organization!
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4
Decision to apply leads to…
• How do I get started?
• How do I gather the information I need?
• How do I tell our story?
• How do I organize all the work?
Bonus:
• TNCPE assessment process
• Sharing best practices
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5
Before you get started
What is TNCPE?
What is the TNCPE process/timeline?
What is required for each application level?
Tennessee Center for
Performance Excellence
• Founded in 1993 as Tennessee Quality Award
• Vision: to drive organizational excellence in
Tennessee
• 501(c)3 nonprofit corporation
• Staffed primarily by state-wide volunteers
• Funded through corporate and individual
dues and award participant fees
• Encourages use of the Baldrige
Criteria for Performance Excellence
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7
2011 Application Schedule
• Submit Intent to Apply
July 1, 2011
– 15 Copies of Organizational Profile
• Submit Application
August 1, 2011
– 15 Copies of Response to Criteria (Levels 2, 3 and 4)*
•
•
•
•
•
Examiner Assessment
Site Visit
Judges Review
Feedback Report
Banquet and Conference
August-September
October
early December
December-January
February 2012
* Level 1 Applications are accepted year-round
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8
TNCPE Award Program
Step 1
Conduct self-assessment
Step 2
Submit application to TNCPE
Step 3
Judging
Examiner review & site visit
Receive Feedback Report
Strengths and OFIs
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9
Examiners conduct Assessments
• Experienced in business, education, service, or
healthcare management processes and results
• Knowledgeable in quality practices and
improvement strategies
• Trained in a 3-day extensive preparation course
–
–
–
–
–
Criteria for Performance Excellence
Developing consensus
Writing feedback comments
Evaluation process
Site Visit analysis
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10
On site, the Examiner team will:
•
•
•
•
Ask a lot of questions
Take a lot of notes
Review data and information
Act in a professional and responsible
manner
• Respect the value of information shared
on-site
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11
After the Site Visit
• Debrief with your team; gather input and
observations, and document lessons learned
‒ identify the “critical” opportunities for improvement
‒ develop an action plan
‒ implement the changes and measure
the results
• Use your feedback report to improve
• Celebrate this milestone!
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12
Recognition Levels
Commitment
Level 2
Performance
Excellence
Principles
Achievement
Level 3
Excellence
Level 4
Commitment and practice
Outstanding examples of
high-performance
organizations
Processes
Put in place some key
process improvements
Demonstrate significant
progress in building
systematic processes
Exhibit processes that
serve as role models for
others, with some at or
near “best-in-class.”
Results
Process improvements are
directly attributable to a
fact-based improvement
process. Results may or
may not be evident;
however, a measurement
system should be in place.
Results for some key
processes show
improvement that is
directly attributable to a
systematic approach.
Demonstrate management
excellence with superior
results over time, directly
attributable to a systematic
well-deployed approach.
Many practices from which
other organizations can
learn and grow.
Outstanding examples of
high-performance
organizations. Serve as
role models for others.
Practices
Stair Steps to Excellence
Level 4
Level 3
Level 2
Level 1
Interest
Commitment
Achievement
Excellence
Org Profile
Yes
Yes
Yes
Yes
Application
Focus
Org
Profile
Basic Item
requirements
Overall Item
requirements
Multiple Item
requirements
Max Length
5 pages
5 + 15 pages
5 + 35 pages
5 + 50 pages
Site Visit
½ Day
1 Day
2 Days
3 Days
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14
Choosing the Right Level
• Consider the Performance Levels
• Consider the Stair Steps to Excellence
• How mature is your performance management
system?
• What is the organization’s level of interest?
• How much does it cost?
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15
High Value, Low Cost
$150 Intent to Apply Fee
Application Fee = $150 +
• Members: + $3 per FTE ($30 min.; $5,000 max.)
• Non-Members: + $5 per FTE ($50 min.; $6,250 max.)
Site Visit Fee:
Small (1-99)
Medium (100-500)
Large (>500)
Member
Non
Member
Non
Member
Non
Level 1
$150
$185
$300
$375
$450
$565
Level 2
$300
$375
$600
$750
$1,200
$1,500
Level 3
$600
$750
$1,200
$1,500
$2,400
$3,000
Level 4
$900
$1,125
$1,800
$2,250
$3,600
$4,500
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16
Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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17
How do I get started?
Understand the Criteria
Understand your organization
2011-2012 Criteria Book
•
•
•
•
•
•
•
•
•
Table of Contents, p. iii
Criteria by category, p. 3
Guidelines for responding, p. 29
Category and Item Descriptions, p. 34
Core Values, p. 49
Glossary, p. 56
Information about applying, p. 71
Scoring Guidelines, pp. 68 & 69
TNCPE Recognition-level descriptions pp. vii & viii
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19
20
Item Format – page 29
Begin w/ Organizational Profile
• Describes the general nature of the
organization
– What is relevant and important
– Key factors that influence how the
organization operates
• Required for all TNCPE application levels
• May be used by itself for initial
self-assessment
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22
MAKE THE MOST OF ALL YOUR MOVING PARTS
24
Pal’s Sudden Service
P.1a (1) Pal’s product line consists of a focused group of
food and beverage items with a unique flavor profile
designed to meet our customers’ taste requirements. Our
core menu consists of
• Big Pal – a 1/3 lb. all-beef hamburger;
• Hot Dog – an all-meat wiener featuring our meaty chili;
• Chipped Ham – a heated deli-styled sandwich made with 96% fatfree ham;
• Big Chicken – a heated deli-styled sandwich made with 96% fat-free
chicken breast;
• Frenchie Fries – extra-long fancy shoestring fries sprinkled with a
spicy seasoned salt;
• Beverages – milkshakes, freshly brewed iced tea, (32-ounce
portions) and soft drinks; and
• Breakfast – biscuits with country ham, sausage, and gravy.
25
Pal’s Sudden Service
Mission Statement
Delight customers in a way that creates loyalty
Vision Statement
To be the preferred quick-service restaurant in our market
by providing:
•
•
•
•
•
•
The quickest, friendliest, most accurate service available;
An experience that delights customers;
Daily excellence in our products, services, and systems execution;
Clean, organized and sanitary facilities;
Exceptional value; and
Training and motivation to engage all employees
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26
Pal’s Sudden Service
Key Business Drivers
(Fig. P.1-5)
• Quality
• Hospitality
• Speed
• Accuracy
• Cleanliness
• Value
• People
P.2a (2) The principal
competitive factors that
determine Pal’s success
in our market are:
• Food quality
• Service speed
• Total customer
experience
• Food and labor cost
• Pricing
27
• Staff turnover
Pal’s Sudden Service
P.2b The four key strategic challenges faced by
Pal’s are shown below, along with our main
objectives:
• Compete directly with much larger national chains that
have national reputations and much larger marketing
budgets (Operational).
• Operate with a tight labor market (People Resource
Management).
• Maintain and grow market share even as new
competition comes into the market (Sustainability).
• Increase net profit margins as core raw costs are
increasing.
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Richland College links its priorities to its Strategic Challenges
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29
Pal’s Sudden Service
P.2c PERFORMANCE IMPROVEMENT SYSTEM
Pal’s has created an environment that promotes
continual improvement. Pal’s leadership supports
this environment by being a role model for its
systematic evaluation and improvement
processes. Because of the management-led and
organization-wide focus on continual improvement,
major results are improving. Some key processes
that support systematic evaluation and
improvement are ….
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30
Richland College
Performance Improvement System
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31
Exercise
Objective:
Become familiar with the Organizational Profile
and one technique to gather information
– Consider TNCPE as the organization
– By “walking the wall,” brainstorm content for each of
the Organizational Profile items listed
– By participating in a facilitated discussion, summarize
content for each item
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32
TNCPE Culture
Purpose
To strengthen Tennessee’s economy
Vision
To drive organizational excellence in Tennessee
Mission
To lead organizations in the pursuit of performance
excellence, improving results and contributing to
the economic vitality of their region.
Values
Customer Focus; Leadership; Integrity;
Collaboration; Excellence; Continuous
Improvement; Respect
Training volunteers;
Core
Competencies Operating an effective Awards program
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33
Definition
Purpose
Why does your
organization exist?
Mission
What are you trying to
accomplish?
Vision
Where are you headed?
Values
What are your guiding
principles?
Your Organization
Are they well deployed? Actionable? Measurable?
Core
Competencies
What are your areas of
greatest expertise?
Tips for getting started
• Read the Criteria booklet
• Begin with the Organizational Profile
– Use Organizational Profile as the anchor
as you draft responses for each Category
• Decide on a format early in the project
–
–
–
–
–
Two-column, 10 pt. text is typical
MS Word, Excel, and PowerPoint work fine
Baldrige applications are great examples
Allocate pages to each category
Choose first- or third-person voice
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35
Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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36
Tools to Help along the Journey
“If you always do what you’ve always did…
you’ll always get what you always got.”
Unknown
Key Concepts
•
•
•
•
•
Keep it Simple (KISS)
Start with your Vision and Mission
Understand “Performance Excellence”
Be honest – it’s okay where you are
It’s about improving processes –
not people
• Benchmark for breakthrough
improvement ideas
MAKE THE MOST OF ALL YOUR MOVING PARTS
38
Performance Excellence
The term “performance excellence” refers to an integrated
approach to organizational performance management that
results in
1) delivery of ever-improving value to customers and stakeholders,
contributing to organizational sustainability;
2) improvement of overall organizational effectiveness and
capabilities; and
3) organizational and personal learning.
The Baldrige Criteria for Performance Excellence provides a
framework and an assessment tool for understanding
organizational strengths and opportunities for improvement and
for guiding planning efforts.
MAKE THE MOST OF ALL YOUR MOVING PARTS
39
Exercise
Objective:
Given your organization’s Vision,
what is your approach to
Performance Excellence?
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40
A Case Study
MRMC Baldrige Timeline
2005 – new CEO – TNCPE Application:
Interest Level
 2006 – TNCPE Level 2
 2007 – TNCPE Level 3
 2008 – TNCPE Level 3
 2009 – TNCPE Level 4
 2010 – National Baldrige Application

MRMC Mission:
 To serve our region with clinical excellence and
compassionate care.
MRMC Vision:
 Extraordinary People. Extraordinary Care.

Maury Regional Medical Center strives to
deliver, for every patient every day, a premier
and innovative health care service by combining
world class outcomes within a personalized,
caring environment.
MRMC Values

Patient-focused
Provide care with love and compassion

Respect
Treat everyone as we wish to be treated

Integrity
Do the right thing for the right reason

Dedicated
Be committed to achieving excellence

Enthusiastic
Be positive and friendly
STRATEGIC OBJECTIVES
QUALITY: Achieve best
practice clinical outcomes
SERVICE: Achieve excellence
in patient satisfaction
PEOPLE: Attract, develop and
retain a highly qualified
healthcare team
FINANCIAL: Produce the
financial resources to achieve
the mission and vision
GROWTH: Increase market
share by providing excellent
care
Description of Measure
Q1
06
Q2
06
Q3
06
Q4
06
Q1
07
Q2
07
Q3
07
Q4
07
Q1
08
Q2
08
Q3
08
Q4
08
HF- Adeq Discharge Instructions
HF - LVF Assessment
HF – /ARB for LVSD
HF – Adult Smoking Cessation
HF – Evidence Based Care Score
PNEU – Pneumococcal Vaccine
PNEU - Bld Cult w/i 24 hrs of CC admit
PNEU – Bld Cult Prior to Antibiotic
93
83
79
87
76
81
83
78
78
86
88
87
92
97
91
90
92
99
91
97
96
99
95
97
Q1
09
Q2
09
Q3
09
Q4
09
Jan 10
pre
Feb
10
pre
90
93
93
97
96
95
100
100
99
100
100
100
92
69
83
87.5
84
97
100
87.5
96
96
100
89
91
95
97
94
100
93
96
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
--
77
71
75
74
83
80
77
78
87
89
82
90
93
93
94
97
95
87.5
80
71
93
94
91
77
89
94
100
90
95
100
95
89
93
92
100
--
--
--
--
--
75
80
80
100
100
100
100
100
100
100
100
100
100
97
96
96
100
95
94
86
100
83
96
95
88
94
95
95
96
85
100
PNEU – Adult Smoking Cessation
PNEU – Antibiotic Within 6 Hours
PNEU – Antibiotic Select – ICU Pts
83
100
92
100
100
100
100
100
100
94
100
100
100
100
100
100
100
100
--
--
--
--
--
97
88
95
95
100
92
97
98
97
96
93
87
100
0
100
--
100
100
100
100
100
--
50
--
75
100
100
33
100
0
33
PNEU – Anti Select – non-ICU Pts
PNEU – Influenza Vaccine
PNEU – Evidence Based Care Score
95
85
100
92
100
95
100
89
85
92
91
95
95
89
100
87
100
80
86
--
--
78
100
--
--
85
93
--
--
90
96
--
--
91
100
100
--
71
74
68
93
82
66
80
80
93
85
82
92
89
84
83
74
86
STK – VTE Prophylaxis
STK – Antithrombotic Therapy at DC
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
74
87.5
85
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
100
100
87.5
STK – Anticoag Therapy for A-fib
STK – Thrombolytic Therapy
STK – Antithrombotic by Hosp Day 2
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
75
100
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
100
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
96
100
100
STK – Statin at DC
STK – Stroke Education
STK – Assessed for Rehab
STK – Evidence Based Care Score
AMI – Aspirin At Arrival
AMI – Aspirin At Discharge
AMI – /ARB for LVSD
AMI – Beta Blocker At Arrival
AMI – Beta Blocker At Discharge
AMI – Adult Smoking Cessation
AMI – PCI Within 90 Minutes
AMI – Median Time to PCI (minutes)
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
78
86
92
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
71
86
80
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
92
87
87.5
AMI – Mean Time to PCI (minutes)
(0/1)
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
51
71
67
97
100
100
95
95
98
100
97
100
98
100
94
100
98
97
98
100
100
98
94
100
100
100
98
100
100
100
100
100
100
96
98
96
99
100
100
91
91
91
100
96
100
100
95
100
100
100
100
100
100
100
90
100
100
100
92
96
100
97
100
91
95
100
100
100
100
93
--
--
--
--
--
94
100
100
96
100
100
100
100
100
98
97
100
100
98
98
100
96
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
60
56
60
50
73
65
75
87
100
100
93
90
92
100
100
89
100
100
80
86
72.5
101
71
82.5
72
72
63
61.5
59
65
64.5
67.5
54
57
50
81.5
134.5
160.4
79.2
107.5
73.7
95.0
91.5
69.7
59.1
61.2
55.9
65.5
69.0
65
57.8
66.7
51
81.5
AMI – Inpatient Mortality
AMI – Evidence Based Care Score
HOP /CP-Aspirin at Arrival
HOP /CP-Mean Time to ECG (min)
HOP Surg – Antib 1 Hr Prior to Incision
HOP Surg – Antibiotic Selection
SCIP – Ax One Hr Prior to Incision
6.5
9
4
1.8
4.3
3
3.4
2.5
0
0
5.7
0
7.7
2.2
0
0
0
0
--
85
87
89
91
87
90
92
100
97
97
95
94
97
93
94
97
100
--
--
--
--
--
--
--
--
--
80
87
93
92
90
89
92
100
90
--
--
--
--
--
--
--
--
--
7.13
6.19
19.1
8.29
41.1
10.2
11
3.5
10.6
--
--
--
--
--
--
--
--
--
95
94
93
83
92
95
89
96
92
--
--
--
--
--
--
--
--
--
81
89
78
83
89
95
94
100
96
90
96
95
95
93
97
80
67
83
94
97
99
98
97
97
99
95
100
SCIP – Ax Selection
SCIP – ’d within 24 hrs
SCIP – Cardiac Post op 6am Glucose
96
92
95
97
94
98
94
83
93
98
93
85
96
97
95
97
90
97
78
85
81
83
83
92
88
83
87
91
94
97
91
94
94
94
92
97
--
--
80
76
85
100
100
96
100
100
88
100
100
100
100
100
100
100
SCIP – Appropriate Hair Removal
SCIP – Colorectal post op normothermia
SCIP – Perioperative Temp Mgt
SCIP – Urin Cath Removal POD1/2
--
--
95
98
100
99
99
99
99
99
100
100
100
100
100
100
100
100
--
--
100
100
89
100
100
93
91
100
83
85
100
92
100
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
99
100
100
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
76
88
88
SCIP – Perioperative Beta Blocker
SCIP – VTE Prophylaxis
--
--
--
75
78
82
71
94
96
95
94
94
87
91
93
93
92
100
--
--
--
90
90
87
85
82
91
95
91
89
100
93
83
88
67
100
--
--
--
89
87
85
82
80
85
93
90
94
97
93
74
88
53
94
Current as of: 4/19/2010 @ 11:22 AM
MAURY REGIONAL MEDICAL CENTER Administration
Keys to Success
Factors
Annual
INDICATOR
Annual
1st
Annual
Baseline Benchmark Target Jul
2nd
3rd
4th
Aug Sep Qtr Oct Nov Dec Qtr Jan Feb Mar Qtr Apr May Jun Qtr YTD
QUALITY
Evidence Based Score (%)
85
99
92
90
88
90
90
87
88
92
89
83
85
84
88
MAURY REGIONAL MEDICAL CENTER - Oncology/Medicine Service Line
Keys to Success
Factors
Annual
INDICATOR
Baseline
Annual Annual
1st
2nd
3rd
4th
Benchmark Target Jul Aug Sep Qtr Oct Nov Dec Qtr Jan Feb Mar Qtr Apr May Jun Qtr
YTD
QUALITY
AMSL Evidence
Based Score (%)
80
100
90
95 90
94
93
85 83 92
87
72 83
79
87
MAURY REGIONAL MEDICAL CENTER - 3W
Keys to Success
Factors
Annual
INDICATOR
QUALITY
Overall Evidence
Based Care Score
(%)
Pneumonia Evidence
Based Care Score
(%)
CHF Evidence
Based Care Score
(%)
Annual Annual
1st
2nd
3rd
4th
Bench
Baseline mark Target Jul Aug Sep Qtr Oct Nov Dec Qtr Jan Feb Mar Qtr Apr May Jun Qtr
88
100
90
94 85 91
90
94
100
97
100 88 100 96 100 100 80
80
100
90
90 80 83
86
93 78 89
88
YTD
80 89
85
88
95 100 75
89
94
95
87.3
80 50 100 77
86 100
Complete discharge instructions for 100% of HF patients
ACTION MATRIX TEMPLATE
Action Item
Responsibility
Performance
Metric
Target Date to
Complete
Initiated
Status
Date
Completed
How Organizations Use the Criteria
• Internal management self-improvement system
Focused on internal self-improvement efforts
• State performance recognition program
Ease of entry into process
5, 15, 35, or 50-page application
• National Baldrige application
50-page application
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56
Who are your key customers?
Key Customers or Stakeholders
Key Requirements
Customers = actual and potential users of
your organization’s products, programs or
services.
What customers or stakeholders want or
need from your products/services; the
factors your customers use to decide
Stakeholders = all groups that are or might whether to “buy” from you or your
be affected by an organization’s actions and competitors
success.
Key = those that are critical to achieving your intended outcome
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57
Gap Analysis
Process
As Is
Should be
Vital Few
Linked activities;
Generally processes
involve
combinations of
people, machines,
tools, techniques,
materials, and
improvements in a
defined series of
steps or actions.
How do we do it
now?
What is the most
effective way to
do it?
What are a few easy
changes we could
make right now?
How do you
obtain
information from
your customers?
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Exercise
Objective:
Using the Gap Analysis tool,
describe how your organization
listens to its customers.
Is it a systematic approach?
If not why not? It is okay
where you are!
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Action Plan Development
Objectives
Strategies
When
Process
Owner
Measures
Desired
Outcomes
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60
Easy way in
Category 3
Customers
Category 1
Leadership
Category 2
Strategic Planning
Category 5
Workforce
Improvement
Category 6
Operations
Category 4
Measurement, Analysis,
& Knowledge
Management
Category 7
Results
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61
Exercise
Objective:
Take an organizational
success story and
share it with your partner
using the “easy way in”
Criteria model.
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62
Process Questions
(Categories 1 - 6)
• Mostly “How” Questions
• Processes are linked activities that produce a
product or service
• Systematic processes are well-ordered,
repeatable, and use data and information so
learning is possible
• Align to “what” questions, mostly from
Organizational Profile
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63
PDCA
identify an opportunity
and plan for change
If successful, implement it
on a wider scale and
continuously assess your
results; if unsuccessful,
begin the cycle again.
implement the
change on a small
scale
use data to analyze the
results of the change and
determine whether it
made a difference
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Alignment: “What” & “How”
• Organizational Profile P.1b(2)
What are your KEY market SEGMENTS, CUSTOMER groups, and
STAKEHOLDER groups, as appropriate? What are their KEY
requirements and expectations for your products, CUSTOMER
support services, and operations? What are the differences in
these requirements and expectations among market SEGMENTS,
CUSTOMER groups, and STAKEHOLDER groups?
• Process Item – Customer Satisfaction and
ENGAGEMENT 3.1b(1)
HOW do you determine CUSTOMER satisfaction and ENGAGEMENT?
How do these determination methods differ among CUSTOMER
groups and market SEGMENTS, as appropriate?
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65
Guidelines for Process Responses
•
Understand the meaning of “what” vs. “how”
•
Process responses should:
‒ describe the key steps in the process
‒ give a clear sense of how it is done
‒ show the process is systematic
‒ show how the process is deployed
‒ demonstrate cycles of improvement
‒ display focus, consistency, and alignment/ integration
•
Be concise
•
Refer to Scoring Guidelines
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66
Exercise
Objective:
Practice answering a process
question: How do you obtain
information from customers?
• Describe the steps in the
process.
• Who does it?
• Where do they do it?
• When/how often do they do it?
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Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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68
How Do I Gather the Information
I Need?
“A ship is safe in the harbor, but that is not what it was built for.”
Unknown
Key Concepts
• Get senior leaders involved
• Use simple tools to capture your
organization’s story
• Use a non-threatening approach
• Don’t try to gather everything – Focus on
key information that will help tell your story
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Methods of Gathering Information
• First step: Organizational Profile
• Create Category teams
– Each team needs a leader
• Educate the workforce
– Introduce key concepts and basic tools for improvement
– Encourage everyday awareness to capture work
• Facilitate the gathering process to stay on schedule
• Interviews
– Leadership team & key departments
– Natural work groups and cross-functional teams
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71
Sources of Information
• Strategic Plan goals and Action Plans
• Annual and quarterly reports
• Previous assessments, e.g. TNCPE
Feedback Report
• Key processes, measures and results
• Best Practices
• Other sources in your organization?
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72
Basic Results Questions
• Mostly “what” questions:
What are the results for this process over time?
• Look for outputs and outcomes
• How do these results align with key
requirements from customers, stakeholders,
market, processes and plans?
• What documents, graphs, and/or charts show
the results?
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Exercise
Objective:
Considering your organizational culture, what
would be the best approach to gathering
information?
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74
Tips for gathering information
• Identify major themes and strengths
– What do we do best?
– What are we most proud of?
– What are our major initiatives – past, current and
planned?
• Begin collecting results and formatting
figures early – it takes longer than you think!
• Review and revise Organizational Profile after
your application is complete to ensure alignment
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75
Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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76
How do I tell our story?
So much information…
So little space!
Application Tips
Consider these questions in developing your
response to the process Item questions:
•
•
•
•
•
What is the process/approach called?
Who owns/manages it?
Who participates?
How often does it happen?
How/how often is the approach evaluated and
improved?
• Where is it used (deployed)?
• What other information would help to explain “How?”
and “Where?”
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78
DAE’s Basic Improvement Process
Students
Stakeholders
Leadership
Planning
Community
Approach
Deployment
Results
Plan
Do
Act
Study
Integration
Improvement
Workforce
(Faculty & Staff)
Process
Management
Learning
Results
Measurement &
Analysis
Exercise
Take your work from
“How do you obtain information
from your customers?”
• Swap with your partner
• Assess for A-D-L-I
• What’s there and what’s
missing?
• What results would you
expect to see in Category 7?
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81
Park Place Lexus – Approach
3.1a(2) Determine needs of customers
Lexus is our primary source of formal information about clients and their needs and expectations. They
utilize the Gallup CE11 survey based on a scientific model of factors that provide the greatest influence on
clients’ purchasing behavior. Our Listening and Learning process shown in Figure 3.1A was designed to
formalize our activities in receiving input from clients…This process begins with providing a variety of
access points to collect feedback from our various customer segments as shown in Figure 3.1B…As new
features, such as upgraded technology in vehicles, service offerings and new financing options are added
to our products, the Listening and Learning process is used to collect feedback on these new features…
82
Park Place Lexus – Deployment
3.1a(2) Determine needs of customers
…We validate the results of the Lexus survey for our specific
clients and ensure that we get information from former, current,
and potential clients about how we run our business…Focus
groups...are conducted to help us understand the impressions
that clients have of our dealerships, products, and services…We
ensure that these groups contain former, existing, and potential
clients…
Park Place Lexus – Learning
Keeping listening and learning current
Our Listening and Learning process includes a step to evaluate
its own effectiveness. We use this evaluation step each month to
ensure we continue to use the most effective approaches to listen
to our clients.
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84
Alignment and Integration
85
Exercise
Objective: A Picture is worth 10,000 words!
• Read the text for ACME Category 2
• Use the technique
assigned to your team
to present the
information
in a new way
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86
Exercise text for ACME Category 2
ACME has a strategic planning process. Many people are
involved including the CEO, managers, customers and
employees. First ACME gathers information from customers
(P.1-3) and managers. ACME uses this info to identify what is
important. Next ACME’s CEO and managers look at past results
(Fig. 7.1-1) and compare this to the list from the first step.
From this ACME identifies its gaps. After this is complete CEO
and managers prioritize the list and select the top 5 items.
These become our objectives. From this list (Fig. 2.1-4)
managers are tasked to develop action plans (Fig. 2.2-1) with
timelines. Finally teams of managers and employees follow the
action plans and report their results (Fig. 7.6-1).
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87
Guidelines for Results (Category 7)
• Focus on the most critical business results
• Align results with key requirements from
customers, stakeholders, market, processes,
and plans
• Results are usually reported in charts, graphs,
and tables
• Use text to describe why the results are
important and to explain anything that may not
be readily understood – do not repeat the
information provided in charts and graphs!
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88
Criteria Linkages
• Organizational Profile P.1b(2)
What are your KEY market SEGMENTS, CUSTOMER groups, and
STAKEHOLDER groups, as appropriate? What are their KEY
requirements and expectations…?
• Customer Satisfaction and ENGAGEMENT 3.1b(1)
How do you determine CUSTOMER satisfaction and ENGAGEMENT?
How do these determination methods differ among CUSTOMER groups
and market SEGMENTS, as appropriate?
• Customer-Focused Outcomes 7.2a(1)
What are your current LEVELS and TRENDS in KEY MEASURES or
INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do
these RESULTS compare with the CUSTOMER satisfaction LEVELS of
your competitors. . . ?
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89
Results Evaluation Factors
• Performance Levels - Places results on a meaningful
measurement scale
• Trends - Shows the direction, rate and breadth of performance
improvements
• Comparisons - Establishes the value of results by relating them
to similar or equivalent measures (competitors, industry
averages, best-in-class)
• Integration - The performance management system operates as
a fully interconnected unit
• Segmentation - Disaggregate data to allow for meaningful
analysis (by important customer, workforce, process, and product
line groups)
•
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90
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91
Expected Results
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92
Segmented Results
Considerations for Results Graphs
• Remember your audience – can an outsider
easily understand the graphs?
• Is there an arrow to show “good” direction?
• Are there gaps in what is presented?
• Are trends apparent?
• Does every result have a relevant comparison?
• Do results link to something important to your
organization?
• Are results segmented (e.g. by customer group,
employee group, location,
product etc.)?
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94
Exercise
• Create a results graph
based on the
information provided
• Which graph is more
informative?
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Tips for telling your story
•
•
•
•
Develop and deploy an acronym list
Cross-reference when appropriate
Cite examples to support the explanation
Describe what you already have in place, not
what you’re “fix’n” to do
• Engage a proof-reader to read it “cold”
– Is it clear?
– Ensure major themes and strengths are addressed
– Be sure major processes, their deployment, and
cycles of refinement are described
– Ensure expected results are shown in Category 7
96
Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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97
How do I organize all my work?
Apply?
Yes
PLAN
Authoring
Structure
WRITE
No
REV/
REWRITE
1st Pass
Org Profile
Allocate
pages
SUBMIT
Submit
Intent Form
Write
1st Draft
Review
1st Draft
Project Plan
Format
Template
Other CI
Process
Develop
acronym list
Submit App
Site Visit
Prep
Write
2nd Draft
Review
2nd Draft
Write
Final Version
Proofread
Feedback
Report
Produce
Copies
Follow up
Site Visit
99
Tips for organizing your work
• Develop an application project plan
• Create a project time line
– Include several cycles of Plan-Write-Revise-Submit
– Expect hiccups and plan for contingencies
• One writer or shared responsibility?
‒ Both approaches require communication and
coordination
• Make your application “Examiner-friendly”
– Tabs, dividers, glossary, 10-point font
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Page Allocation (example)
The most important areas for your organization should get the most ink.
Points
Excellence
(50 pp.)
Achievement
(35 pp.)
Commitment
(15 pp.)
120
7
4.2
1.8
2. Strategic Planning
85
4
2.9
1.3
3. Customer Focus
85
5
2.9
1.3
4. Measurement,
Analysis & Knowl. Mgt.
90
4
3.2
1.3
5. Workforce Focus
85
4
2.9
1.3
6. Operations Focus
85
6
2.9
1.3
450
20
16.0
6.7
1,000
50
35.0
15.0
Category
1. Leadership
7. Results
TOTALS
Finalize the Application
• Produce one master copy and review before
making multiple copies
• Use the application (or a summary) to
communicate with your entire organization
• Postmark application before the deadline
• Celebrate!
• Begin site visit preparation
• Implement improvement projects to close gaps
(why wait?)
• Evaluate and improve the application process
Check-in
• Any questions about what we just
covered?
• Any concerns?
• Does it make sense?
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Summary Activity
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Next Steps and Wrap Up
“In doing anything the first step is the most difficult.”
Chinese proverb
So what do I do now?
•
•
•
•
•
•
•
•
•
Start now – there is no time like the present
Educate and engage the workforce
Form Category team(s)
Create a project plan
Begin with the Organizational Profile
Monitor deadlines
Call the TNCPE office if you have questions
Celebrate successes: be serious but have fun!
Apply to be a TNCPE Examiner
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Resources
• Read a book
– Baldrige Winning Quality
by Mark Graham Brown
– Keeping Score by Mark Graham Brown
– The Pocket Guide to the Baldrige Award Criteria by
Mark Graham Brown
– Insights to Performance Excellence
by Mark Blazey
• Join TNCPE as a Member
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TNCPE Membership
• Benefits
–
–
–
–
–
–
Knowledge-sharing
Opportunities to benchmark
Access to other members' best practices
Education/learning through conference & workshops
Public recognition
Discounts on program fees, training and conferences
• Cost
– Corporate Annual Membership
– Individual Annual Membership
$500 - $25,000
$100 - $1,000
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Resources
Attend a Conference or Workshop
• TNCPE Excellence in Tennessee Conference
‒ February 22-23, 2011 (Franklin, TN)
• Baldrige Quest for Excellence Conference
‒ April 3-6, 2011 (Washington, D.C.)
• CIGNA’s Best Practice Sharing Day
– May 16, 2011 (Nashville, TN)
Visit a Website:
• www.tncpe.org
• www.quality.nist.gov
• www.asq.org
MAKE THE MOST OF ALL YOUR MOVING PARTS 109
Wrap Up
•
•
•
•
What questions do you have?
What are your concerns?
Did we meet your expectations?
What feedback do you have for Katie/TNCPE?
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For more Information
Katie Rawls, President & CEO
Tennessee Center for Performance Excellence
2525 Perimeter Place Drive, Suite 122
Nashville, Tennessee 37214
Phone: 615-889-8323
or 800-453-6474
E-mail: contact@tncpe.org
Please visit our website at www.tncpe.org