Business Studies Business Studies

have to do self assessment for a business excellence award winner, the selected organization is Baldrige winner. have a self assessment excel sheet based on EFQM criterions need you to review the submission of the award winner and answer the questions in the excel sheet and do scoring of the criterion based on the information available in the submission After scoring the criterions a report need to be written based on the scores. Documents to be shared if you are able to do what I require: 1- Baldrige submission application of the winning company 2- excel sheet for scoring 3- the structure of the needed paper Awaiting your reply if you have an expert in EFQM assessment, then I will share all details with you, Q1: How do you design and manage your key processes (end to end)? Work system and key process are aligned to closely tie to patients and stakeholders and core components of integrated system of care, sharpening focus on patient/stakeholder value. Key work process: (1) care process - access, assessment, planning and care delivery, patient, education, transition and care coordination. (2) system process - member health status improvement, education, research (publication of research, acquisition of funding). (3) support process - environment, supply and chain management, financial management, information management, workforce management. Process owners and operators manage work process performance on a daily basis using customized dashboards with date on customer, supplier/partner, and operational requirements. Example: - all hospital leaders and managers review dashboard with census, volumes, revenue, bed availability, and productivity data. - Those at HFMG ambulatory centers review dashboards of patient access/appointment availability, phone access and timely response and closure of patients telephone message. - HAP managers review daily member IP census, phone access, and claims. Q2: How do you optimise and improve yourare processes and how is innovation imbedded? Process has been improved through strategic planning process using Model for Improvement with focus on measurement, use of pillars (people, service, quality and safety, growth, research and education, community, and finance), workforce planning, and participation of Business Unit key leaders. Through the Henry Ford Leadership System, leaders set the direction for performance excellence and model how to achieve it. They set visionary goals, with bold performance targets; communicate expectations and engage the workforce; monitor performance and analyze results to learn; recognize and reward high performance; and take action to drive improvement and spread best practices. A focus on excellence, learning, and innovation is embedded in HFHS culture and continually reinforced through systematic approaches that are integrated into our HFLS and comprise the key elements of our Performance Improvement system. Q3: How do you innovate together with customers, partners and other external stakeholders? The process has been design by determining the stakeholder requirements and refine through voice of customer. Design team use the input to determine process requirements. Input is gathered through various listening posts to understand the requirements of all stakeholders. Design teams analyze input including VOC to determine process requirements and identify best practice, including internal innovations to guide new process design. Stakeholders such as patients and employers actively participate in design teams, giving input throughout the design process. For example, patients were members of HFWBH process design teams, and patients and employers provide on-going input to the CISC as we implement new chronic disease programs and Patient Centered Team Care. Partners, suppliers and collaborators also participate on design teams. Example partners such as Covansys worked with HFHS in design and implementation of contact center. A stakeholder analysis tool from MFI toolkit is used to ensure team charged with determining key work process requirements have representation or input from all key stakeholders as appropriate. Q4: How do you use creativity and innovation to develop competitive products and services? Through developing the core competency creativity, the following innovations are the results: No harm campaign, physicians performed the first robotic removal of cancerous prostate gland in US. HFHS opened HFWBH in 2009, an innovative hospital with a wellness focused, design with substantial input from patients, families, the community and caregivers. Controlling blood glucose level during inpatient stays and transitions from IP to OP care. Safety managing outpatient therapy with Warfarin, a common used oral anticoagulant that required frequent blood test and rapid dose adjustments to maintain safer, therapeutic level. These among many HFHS innovations that are now standards of care in the US. Innovative approach to report and study harm events, research causality, identify priorities, and change practice to eliminate all harm to patients and staff. Q5: How do you market and promote products and services? Area for investigation Q6: How are products and services, produced, delivered and serviced in line with the needs of the customers? Services are produced, delivered and serviced in line with the needs of customers by using patient/ stakeholder listening posts to understand their requirements. Work systems align to patients’ and stakeholders’. Work processes align to work systems, and requirements flow from systems to processes requirements. Q7: How do you manage the life cycle of product and services for the benefit of society and the environment? Area for investigation Q8: Who are your customer groups and what are the different needs? Customer group are: (1) Patient (Inpatient, Outpatient, Emergency Department, Community Care Services). Needs are: - safe, reliable care - timely and efficient care - effective, evidence-based care - equitable care (2) Community (hospital service areas) - healthier citizens healthier communities - equitable health care and access, especially for the un- and under-insured - financial benefit (3) Purchasers (employers and individuals) - timely and efficient (cost-effective) care - effective evidence-based care - access to high-quality providers Q9: How does the organisation handle feedback and suggestions from customers? HFHS use patient/stakeholder listening post to understand their requirements. Voice of the customer Q10: How do you monitor and review the experiences and perceptions of the customers? Monitored using OPR's and review using dashboard. Q1: Who are your key customers? What customer perception indicators do you monitor to assess the reputation and image they have of your organisation? Patients, community (hospital services areas in Wayne, Oakland, Macomb countries) and purchasers (employers, individuals) - patient satisfaction process, relationship building process, comment management process, community needs assessment, access mechanism Community Care Service - Patient Satisfaction and Engagement Program Q2: What perception indicators do you monitor to assess the views of your customer’s about the value of your products and services? ??? Q3: What perception indicators do you monitor to assess the performance of the delivery of your products and services? Emergency department, ambulatory surgery satisfaction and engagement Q4: What are the perception indicators you monitor to assess your customer service relationships and support? Patient and stakeholder satisfaction and engagement Q5: What are the perception indicators you monitor to assess customer loyalty and engagement? Patient referrals from physicians via concierge program Likelihood to recommend Q6: What are the performance indicators for the delivery of your products and services? Correlation of private vs non-private room satisfaction Ambulance surgery top box likelihood to recommend Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) – CMS’ national inpatient satisfaction survey Q7: What are the performance indicators for your customer service? Customer satisfaction and engagement Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) – CMS’ national inpatient satisfaction survey Q8: What are the performance indicators for complaints and compliments? Area for investigation Q9: What are the internal performance indicators for external recognition? Health Alliance Plan (HAP) overall satisfaction Health Alliance Plan (HAP) member satisfaction with specialty access Q10: What are the other key indicators you to predict the impact on the customer perception? Google alerts and google trends to listen and learn from current, potential and competitors’ patients. Processes, Product and Services Areas for investigation • How do you market and promote products and services? • What are the performance indicators for complaints and compliments? Areas for improvement • Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) – CMS’ national inpatient satisfaction survey ??? • Readmissions - Overall readmissions have begun to decline in some areas, but this remains a key SI for the System • Lack of private rooms and a more crowded environment account for a significant portion of the difference compared to the other hospitals. Areas for strength • No Harm Campaign: the top priority is reducing harm: achieving results four times faster than our peers. Over the past three years variation from hospital to hospital has been reduced through successful efforts to increase reporting and spread practices to decrease harm (AOS). To aid performance review and action planning, measures are grouped into categories such as procedural, medication-related, and infection-related harm. Hospital-acquired infections are a major cause of complications, mortality and increased LOS. HFHS have dramatically reduced infections System-wide. • Reduced Hospitalization: HFHS leverage their integrated System to keep patients healthy and out of the hospital. Process improvements have reduced admissions and ER visits for chronic populations through improved care coordination and programs such as the Catastrophic Senior Case Management (CSCM) and HAP In-Home Care Program (HIHCP). • Clinical Outcomes: HFHS address the physical and mental health of our diverse community (for example, we are the national benchmark for suicide prevention). All HFHS BUs are working to measure and improve care for specific patient populations. Several of those initiatives are reduced suicide rates, improved use of seclusion and restraints, and increase appropriate International Normalized Ratio (INR) ranges. • Mortality: As a result of HFHS efforts, they have reduced mortality by 40% in the last decade. HFHS incorporate evidence based approaches, apply their own research, and coordinate care to improve critical outcomes. Sample quality initiatives that contributed to the significant improvement in mortality are graphed. These SIs and EMR have also contributed to a 51% decrease in claims. Claims data lag one year. Despite impact on mortality rates, HFHS’s policy encourages transfers of acute patients into their System to ensure that community gets the best care possible. Even with transfers, mortality is better than MI expected. Four of five HFHS hospitals are in the MI top quartile, a remarkable accomplishment since Michigan mortality is among the lowest in the U.S. • HAP and CCS have worked closely with the rest of the System to manage patient care in outpatient settings longer and, as a result, referrals among BUs have increased by 150% in two years. Customer Results Areas for investigation • What are the performance indicators for complaints and compliments? • Areas for improvement • Communication is a key customer requirement and continues to be a focus for improvement. • Customer Engagement - % Top Box, • Likelihood to Recommend Areas for strength • Health Alliance Plan (HAP) was rated “Highest in member satisfaction among commercial health plans in Michigan for fourth consecutive year according to JD Power and Associates 2011 US Member Health Insurance Plan Study. • Community Care Service (CCS) – community based center “Josephine Ford Cancer Center-Downriver” earns consistently high engagement results through exceptional service, such as offering concurrent therapies to patients to patients receiving both radiation and chemotherapy treatments. • NRC’s annual market (i.e., current, former, and potential patients) preference survey provides community perception of HFHS as an integrated system. In Wayne County, where 68% of HFHS patients live, HFHS is the preferred health system for “Best Overall Quality” six years in a row.