1. Our Quality Journey

2. The MBNQA Nation’s top quality award, established 1987 by CongressNation’s top quality award, established 1987 by Congress Recognizes performance excellenceRecognizes performance excellence Framework to systematically improveFramework to systematically improve Categories for awards includeCategories for awards include ManufacturingManufacturing ServiceService Small BusinessSmall Business Added Education and Health Care in 1999Added Education and Health Care in 1999 Nation’s top quality award, established 1987 by CongressNation’s top quality award, established 1987 by Congress Recognizes performance excellenceRecognizes performance excellence Framework to systematically improveFramework to systematically improve Categories for awards includeCategories for awards include ManufacturingManufacturing ServiceService Small BusinessSmall Business Added Education and Health Care in 1999Added Education and Health Care in 1999

3. How We Did It Size and geographic diversity presented a challengeSize and geographic diversity presented a challenge 23,000 employees23,000 employees 5,000 physicians5,000 physicians 5,000 volunteers5,000 volunteers Facilities in four statesFacilities in four states A variety of different servicesA variety of different services Size and geographic diversity presented a challengeSize and geographic diversity presented a challenge 23,000 employees23,000 employees 5,000 physicians5,000 physicians 5,000 volunteers5,000 volunteers Facilities in four statesFacilities in four states A variety of different servicesA variety of different services

4. How We Did It Faith during hard times is a traditionFaith during hard times is a tradition Leadership commitment moved us to our destinationLeadership commitment moved us to our destination First step – implementation of CQI in1990 as a process improvement modelFirst step – implementation of CQI in1990 as a process improvement model Next step - use of Baldrige criteria as our guide for improvementNext step - use of Baldrige criteria as our guide for improvement A vision that we could be a great organizationA vision that we could be a great organization No quick fix—it takes years of hard workNo quick fix—it takes years of hard work Faith during hard times is a traditionFaith during hard times is a tradition Leadership commitment moved us to our destinationLeadership commitment moved us to our destination First step – implementation of CQI in1990 as a process improvement modelFirst step – implementation of CQI in1990 as a process improvement model Next step - use of Baldrige criteria as our guide for improvementNext step - use of Baldrige criteria as our guide for improvement A vision that we could be a great organizationA vision that we could be a great organization No quick fix—it takes years of hard workNo quick fix—it takes years of hard work 4 4

5. The Way We Were... Realization in 1989Realization in 1989 Not striving to improve every day in every wayNot striving to improve every day in every way Satisfied with the status quoSatisfied with the status quo Prone to the “flavor-of-the-month” syndromeProne to the “flavor-of-the-month” syndrome Inspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturingInspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturing It was the beginning of a 13 year quality journeyIt was the beginning of a 13 year quality journey Also serves as our guide into the futureAlso serves as our guide into the future Realization in 1989Realization in 1989 Not striving to improve every day in every wayNot striving to improve every day in every way Satisfied with the status quoSatisfied with the status quo Prone to the “flavor-of-the-month” syndromeProne to the “flavor-of-the-month” syndrome Inspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturingInspired by groundbreaking work in process improvement by Intermountain Health Care and in manufacturing It was the beginning of a 13 year quality journeyIt was the beginning of a 13 year quality journey Also serves as our guide into the futureAlso serves as our guide into the future

6. Long Term Commitment “Constancy of Purpose” is the way W. Edwards Demming described long-term commitment Rather uncommon in today’s world SSM Health Care has remained constant in our commitment to CQI But, the journey has not been without some frustrations “Constancy of Purpose” is the way W. Edwards Demming described long-term commitment Rather uncommon in today’s world SSM Health Care has remained constant in our commitment to CQI But, the journey has not been without some frustrations

7. CQI Adopted in 1990 The Five Principles of CQIThe Five Principles of CQI Patients and other customers are our first priorityPatients and other customers are our first priority Quality is achieved through peopleQuality is achieved through people All work is part of a processAll work is part of a process Decision making by factsDecision making by facts Quality requires continuous improvementQuality requires continuous improvement The Five Principles of CQIThe Five Principles of CQI Patients and other customers are our first priorityPatients and other customers are our first priority Quality is achieved through peopleQuality is achieved through people All work is part of a processAll work is part of a process Decision making by factsDecision making by facts Quality requires continuous improvementQuality requires continuous improvement

8. Early Learnings Early Learnings Trained too many people Focused on “easy” improvements to ensure success But, not enough teams to accommodate everyone Efforts not tied to Strategic & Financial Plan No urgency to achieve results After 5 years into CQI, people were ready to give up Trained too many people Focused on “easy” improvements to ensure success But, not enough teams to accommodate everyone Efforts not tied to Strategic & Financial Plan No urgency to achieve results After 5 years into CQI, people were ready to give up

9. 1995: Getting to the Next Level Implemented a model of rapid-cycle Focus on results within 6 months Began using state quality award, such as the Oklahoma Quality Award, that contained criteria modeled after Baldrige Implemented a model of rapid-cycle Focus on results within 6 months Began using state quality award, such as the Oklahoma Quality Award, that contained criteria modeled after Baldrige

10. Reactions Rapid-Cycle well-received Busy employees less than enthusiastic about applying for awards Emphasized that the focus was not to win award It was a way to get better faster Employees became more positive Rapid-Cycle well-received Busy employees less than enthusiastic about applying for awards Emphasized that the focus was not to win award It was a way to get better faster Employees became more positive

11. Success! Facilities began winning state awards Oklahoma Quality Award Bone & Joint, 1996 St. Anthony, 1998 Several other facilities in our system won their respective state awards Our quality efforts gained momentum Facilities began winning state awards Oklahoma Quality Award Bone & Joint, 1996 St. Anthony, 1998 Several other facilities in our system won their respective state awards Our quality efforts gained momentum

12. Key Gaps Identified 1998 – Began yearlong process to rearticulate mission Lacked a single mission for entire organization Involved 3,000 employees at all levels of organization to rearticulate the mission statement 1999 – New mission statement unveiled 1998 – Began yearlong process to rearticulate mission Lacked a single mission for entire organization Involved 3,000 employees at all levels of organization to rearticulate the mission statement 1999 – New mission statement unveiled

13. Our Mission Through our exceptional health care services, we reveal the healing presence of God.

14. Feedback from our 1999 Baldrige application revealed that they loved the mission statement... By the way, how do you define “exceptional?”

15. Defining Exceptional Five characteristics Exceptional patient, employee and physician satisfaction Exceptional clinical outcomes Exceptional financial results Five characteristics Exceptional patient, employee and physician satisfaction Exceptional clinical outcomes Exceptional financial results

16. Deploying Our Mission Established goals as a part of the strategic, financial and human resources planning process Developed department posters and employee passports to ensure alignment of goals across the organization Established goals as a part of the strategic, financial and human resources planning process Developed department posters and employee passports to ensure alignment of goals across the organization

17. Employees know in a specific and measurable way how they contribute to Our Mission

18. What We Learned What We Learned Three major learningsThree major learnings Measure what we say is importantMeasure what we say is important Use comparative data to compare ourselves to the BEST – average isn’t good enoughUse comparative data to compare ourselves to the BEST – average isn’t good enough Institute a consistent deployment processInstitute a consistent deployment process Three major learningsThree major learnings Measure what we say is importantMeasure what we say is important Use comparative data to compare ourselves to the BEST – average isn’t good enoughUse comparative data to compare ourselves to the BEST – average isn’t good enough Institute a consistent deployment processInstitute a consistent deployment process

19. The Benefits of Baldrige Learning tool and systematic approach Better understanding of our organization, strengths and opportunities to improve Framework, focus and discipline Encouraged us to share information across our facilities, learn from others Learning tool and systematic approach Better understanding of our organization, strengths and opportunities to improve Framework, focus and discipline Encouraged us to share information across our facilities, learn from others

20. Most Significant Result Deeply entrenched culture of continuous quality improvement Every employee, every physician focused on the reality that everything CAN and MUST be improved Deeply entrenched culture of continuous quality improvement Every employee, every physician focused on the reality that everything CAN and MUST be improved

21. Our Quality Journey Baldrige - a milestone on a journey, but by no means the end Continue to improve, share what we have learned Greatest lesson is to trust in the potential of the human spirit – employees earned the award They reveal the healing presence of God to those we serve every day Baldrige - a milestone on a journey, but by no means the end Continue to improve, share what we have learned Greatest lesson is to trust in the potential of the human spirit – employees earned the award They reveal the healing presence of God to those we serve every day