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TPE Quarterly Webinar Series
www.thepartnershipforexcellence.org
August 21, 2013
"How to Develop a Strong Category 7"
Special Thanks to Our Featured Presenter!
WEBINAR AGENDA
"How to Develop a Strong Category 7"
Jan Johnson.
Jan Johnson
TPE Calendar 2013
President,
Jordan Johnson, Inc.
Al Faber
Jordan
Johnson, Inc.for
(210)Excellence
402-0274
The
Partnership
The Nation’s Most Respected State Based Baldrige Program…
TPE Quarterly Webinar Series
www.thepartnershipforexcellence.org
August 21, 2013
Jan Johnson is President of Jordan Johnson, Inc., a Baldrige-based
consulting and training firm specializing in working with executive
leadership to effect significant sustainable improvement in their
organizations through the use of proven tools and processes. Jan
specializes in the areas of assessment, leadership development, strategic
planning, process management, team building, and change management.
Jan Johnson
President,
Jordan Johnson, Inc
Jan has been an examiner with the Baldrige National Quality Award since
1991. She has supported the program as an examiner, senior examiner,
and alumni and has led multiple site visits to recipient organizations. She
has facilitated both examiner and senior examiner training. Jan also has
represented the Baldrige program and the U.S. Department of Commerce
as Keynote Speaker for the Egypt Association for Quality 5th International
Conference on Quality.
Jan has worked with organizations including Schneck Medical Center, Boeing Airlift and Tanker, Clarke
American, Chugach School District, and Boeing Aerospace Support, all recipients of the Malcolm Baldrige
National Quality Award. Additionally, she has worked with 25 organizations that have won state-level quality
awards. Internationally she has worked with Infosys who received the India Quality Award and Boeing
Australia who was a recipient of the Australia Quality Award.
Prior to starting her own business, Jan held numerous leadership positions during a 24-year career with
USAA, a world-class service organization. She led teams in human resources, customer service, and strategic
planning and, as the Director of Corporate Quality, Jan led the team that took USAA to two site visits for the
Malcolm Baldrige Quality Award.
Jan works in multiple industries today to help move "good" companies to "great."
The
Partnership
Jordan
Johnson, Inc.for
(210)Excellence
402-0274
The Nation’s Most Respected State Based Baldrige Program…
Building a Great Category 7
3
“HOWEVER BEAUTIFUL THE
STRATEGY, YOU SHOULD
OCCASIONALLY LOOK AT THE
RESULTS.”
W I N S TO N C H U R C H I L L
Approach
4
In the perfect world, your category 7 would
simply be the presentation of the measures that
you use across your business.
Unfortunately – I have never seen a perfect
world!
So . . . Start by developing your category 7 by
first understanding what the examiner’s are
looking for.
Jordan Johnson, Inc. (210) 402-0274
Examiners Evaluate -- LeTCI
5
Levels – your current performance on a meaningful
measurement scale
Trends
The rate of your performance improvements or the
continuation of good performance (slope of the trend)
The breadth of your performance results (extent of
deployment)
Jordan Johnson, Inc. (210) 402-0274
Trends – What is expected?
6
Examiners like to see 3 to five years of data presented
BUT . . . You don’t have to present three years of data
to demonstrate a trend. Generally you must have at
least three data points to determine a trend –
meaning you could present one year of data presented
as 4 quarters.
Don’t hesitate to present a new, but meaningful result
because you have fewer than 3 data points. Explain
that this is a new measure. The “T” element is only
one component of scoring.
Jordan Johnson, Inc. (210) 402-0274
Examiners Evaluate -- LeTCI
7
Comparisons
Your
performance relative to appropriate
comparisons such as competitors or
organizations similar to yours
Your
performance relative to benchmarks or
industry leaders
Jordan Johnson, Inc. (210) 402-0274
What is an Appropriate Comparison?
8
Direct competitor comparisons – always great to
have comparisons to your direct competitors, but
these are often difficult to obtain. When available,
present these – particularly if publicly reported data
are readily available. (HCAHPS, CMS Core
Measures in Healthcare, publicly-reported Test
Scores in Education)
Industry averages – in some cases you may be
able to capture averages from trade associations or
other public domain sources.
Jordan Johnson, Inc. (210) 402-0274
What is an Appropriate Comparison?
9
Industry best practices– better yet! When
available present top quartile or top decile
performance within the industry.
Best-in-class – in some cases you may be able to
make appropriate comparisons to recognized bestin-class levels outside your industry. For example,
comparisons to engagement levels for employees
compared to “Best Places to Work” comparisons.
Jordan Johnson, Inc. (210) 402-0274
Examiners Evaluate -- LeTCI
10
Integration – refers to the extent to which:
Your results measures (often through segmentation)
address important performance requirements relating to
customers, products, markets, processes, and action
plans identified in your Organizational Profile and in
process items
Your results include valid indicators of future
performance
Your results are harmonized across processes and
work units to support organization-wide goals
Jordan Johnson, Inc. (210) 402-0274
Integration
11
Linkages to category 7 occur throughout the
Organizational Profile and the six process
categories. What you say in these areas will set an
expectation for what results will be presented in
Category 7
Segmentation is another element of Integration. You
will establish the expectation for how data are to be
segmented in your responses to Organizational
Profile questions – particularly through description of
customers, requirements, workforce groups,
facilities, etc.
Jordan Johnson, Inc. (210) 402-0274
Segmentation “as appropriate”
12
Item 7.1
-- Product offerings, customer groups and
market segments, process types and locations
Item 7.2 – Product offerings, customer group and
market segments
Item 7.3 – Diversity of your workforce, workforce
groups and segments
Item 7.4 – Organizational unit
Item 7.5 – Market segments, customer groups
“Additional segmentation is available on site.”
Jordan Johnson, Inc. (210) 402-0274
Identifying Key Category 7 Linkages
(Sample Linkages)
13
OP LINKAGES
P.1a(1) – Product Offerings
7.1
7.2
X
X
7.3
P.1a(2) – Vision and Mission
7.5
X
P.1a(3) – Workforce Profile
(employee groups and segments)
P.1a(4) – Assets – particularly facilities
7.4
X
X
X
X
P.1a(5) Regulatory Requirements -- link to 1.2b(1)
X
X
X
P.1b(2) Customers, Stakeholders, Market Segments /
Requirements
X
P.1b(3) Supply chain requirements
X
P.2a(1) Types of Competitors
X
X
X
X
X
P.2a(3) Sources of comparative / competitive data
X
X
X
X
X
Jordan Johnson, Inc. (210) 402-0274
X
X
Identifying Key Category 7 Linkages
(Sample Linkages)
14
PROCESS CATEGORY LINKAGES
7.1
7.2
7.3
7.4
Item 1.1b(1) Communication
X
Item 1.2a(1) Fiscal Accountability
X
Item 1.2b(1) Compliance Measures, Addressing Risks
X
Item 1.2b(2) Measures of Ethical Behavior
X
Item 1.2c(1) Measures of environmental, social and
economic contribution
X
Item 1.2c(2) Measures of community support
(volunteerism, philanthropy, impact measures)
X
Item 2.1b(1) Strategic Objective Goals
X
Item 2.2a(5) Action plan measures
X
Jordan Johnson, Inc. (210) 402-0274
7.5
Identifying Key Category 7 Linkages
(Sample Linkages)
15
PROCESS CATEGORY LINKAGES
7.1
Item 3.1b Customer Satisfaction, Engagement, and
Dissatisfaction
Item 3.2a(1) Customer product/service requirements
7.2
7.3
7.4
7.5
X
X
Item 3.2b(2) Complaint Management
X
X
Item 4.1a(1) Key Measures
X
X
X
X
X
Item 4.1a(2) Comparative data – needs to reflect
what you said in this item
X
X
X
X
X
Category 5
X
Item 6.1b(1) Key process measures (outcome and
in-process)
X
Item 6.2b Supplier measures
X
Item 6.2c(2) Emergency Preparedness measures
X
Jordan Johnson, Inc. (210) 402-0274
Approach
16
Now that you understand how the examiner will
evaluate your category 7, start to define what you
are going to present in this category worth 450
points!
Start with a “clean sheet”
Jordan Johnson, Inc. (210) 402-0274
Approach
17
Build a category 7 matrix by item (7.1-7.5)
Identify potential measure
Identify segmentation requirements
Identify comparison(s) (best sources)
Identify “owners” of measures
Identify current status (purple, green, yellow, red)
Validate measures with category champions
and subject matter experts
Build plan to collect data and comparisons
Refine, refine, refine
Jordan Johnson, Inc. (210) 402-0274
Sample 7.1 Results Matrix
18
7.1 Measures
Segmentation
Comparison
Measure Owner
Mortality Rates
Inpatient
Thomson Rueters/
THA Care
Tom Smith
Risk Adjusted 30-day
Readmission Rates
Inpatient
TMF National Top
20%
Ron Thomas
Risk Adjusted Pneumonia
Mortality Rates
Inpatient
CMS Top 10%,
Competitors 1,2
Joan Evans
Heart Failure 30-day
Readmission Rates
Inpatient
CMS Top 10%,
Competitors 1,2
Ron Thomas
Core Measure Overall
Average Compliance
IP, ED, OP
Competitors 1,2,
Thomson Rueters
Top 20%
Joan Evans
Total Joint Average LOS
Ortho Service
Line
Truven Top 20%
Sue Jones
May be able to obtain top
10% from Truven
IP Surgery Care Core
Measure Performance
Gyn, Ortho
Service Lines
Competitor 1, 2
CMS Top 10%
Ron Thomas
May not include –
seeking other segmented
data
Risk-adjusted C-section
Rate
IP – Women
Competitor, State
Average
Elizabeth Warner
State average is best
available comparison
Jordan Johnson, Inc. (210) 402-0274
Status
Notes
Developing “Examiner Friendly” Result Items
19
Follow the formatting guidelines -- font no smaller than
8 point in any graphic.
Use consistent colors / patterns / symbols – failure to do
this may result in the examiners misinterpreting your
results.
Use colors / patterns / symbols that are easy to differentiate
Present years in the same order on all graphs (oldest to
newest)
Show an arrow on each chart to indicate “Good” as up or
down trend
Jordan Johnson, Inc. (210) 402-0274
Developing “Examiner Friendly” Result Items
20
Don’t place too much information on one graph – this is
tempting because of space limitations, but it make analysis
very difficult
Consider adding a “tag line”
Explain the result and summarize the conclusions that the
examiner should draw in the text. Keep text short and
simple.
“Figure 7.2-2 demonstrates our levels of customer engagement
reflecting a 70% improvement since 2010. Current performance is at
top decile compared to the Baldrige Index of former recipients.”
Jordan Johnson, Inc. (210) 402-0274
Good Graphic!
21
Figure 7.1-5 Average Length of Stay
Jordan Johnson, Inc. (210) 402-0274
Closing thought…
22
As Stephen Covey said – “Start with
the end in mind. “ Category 7 is
worth 450 points – don’t make it an
afterthought.
Jordan Johnson, Inc. (210) 402-0274
23
QUESTIONS?
TPE Quarterly Webinar Series
www.thepartnershipforexcellence.org
August 21, 2013
TPE Calendar for 2013
September 15th, Annual Golf Classic
September 16-17, Quest for Success Conference
September 20th, 2013-2014 Examiner Applications Due
October 1st, Full Application "Intent to Apply" Due
October 1st & 3rd, New Examiner Orientation
November, 2-day Examiner Training, 5 Locations
December 1st, Full 50-page Applications Due to TPE
December 12th, TPE Webinar Series at 2:00pm
The
Partnership
Jordan
Johnson, Inc.for
(210)Excellence
402-0274
The Nation’s Most Respected State Based Baldrige Program…
TPE Quarterly Webinar Series
www.thepartnershipforexcellence.org
August 21, 2013
14th Annual Quest for Success Conference!
September 16-17, 2013
Polaris Hilton, Columbus, Ohio
Golf Outing/Silent Auction – September 15, 2012
Registration Open - Early Bird Discount Still Available!
Register at:
www.thepartnershipforexcellence.org
The
Partnership
Jordan
Johnson, Inc.for
(210)Excellence
402-0274
The Nation’s Most Respected State Based Baldrige Program…
TPE Quarterly Webinar Series
www.thepartnershipforexcellence.org
August 21, 2013
Questions?
A Special Thanks to Our 2013 Organizational Members!
The
Partnership
Jordan
Johnson, Inc.for
(210)Excellence
402-0274
The Nation’s Most Respected State Based Baldrige Program…