The epitome of excellence can be recognized in organizations that have been awarded the Malcolm Baldrige National Quality Award. The successful development and implementation of an organization’s strategic plan is pivotal to this achievement as it ensures leadership and employees are working toward common goals. While setting priorities and focusing resources may seem like a given for any successful organization, the process of establishing and measuring an effective strategic plan can be complex and overwhelming. In conjunction with the Kentucky Center for Performance Excellence (KyCPE), this webinar will teach you to develop a strategic planning process to improve your organization’s performance and ensure key performance indicators are aligned with your overall strategic plan. The webinar will also review past healthcare Malcolm Baldrige National Quality Award winners and share best practices from these award winners. Key Takeaways: - Understand strategy development and HOW do you develop your strategy - Review what Baldrige winning organizations have done to develop information for your strategic planning process - Learn how to deploy your action plans

1. Eye on the Prize: Promoting a
“Culture of Excellence” Through
Effective Strategic Planning
January 26, 2017

2. 2
Speaker
Ken Maxik
Director of Patient Safety and Compliance,
CompleteRx
President-Elect of the Board of Directors
Kentucky Center for Performance Excellence
(KyCPE)

3. 3
Today’s Objectives
1. Understand HOW to develop your strategy
2. Review what Baldrige winning organizations have done to
develop information for your strategic planning process
3. Learn how to deploy your action plans

4. 4
The Baldrige Enterprise
Baldrige
Performance
Excellence
Program
Alliance for
Performance
Excellence
American
Society for
Quality
The Alliance for Performance Excellence website links to the National Baldrige Program website,
State / Territory / Regional programs websites, and the Foundation.
www.baldrigepe.org www.kycpe.org
The
Baldrige
Foundation

5. 5
The Framework
A “pedestal” of
Core Values
and Concepts
A “platform”
based on data
and
information
Within the
“boundaries” of
your Profile
Beginning with
Leadership
With the “end
result” in mind
Success through
tightly integrated
execution of processes

6. 6
Methodology
Obtain Award Application Summary from 2010 – 2015
Healthcare Award Winners:
http://patapsco.nist.gov/Award_Recipients/index.cfm
 Advocate Good Samaritan
 Southcentral Foundation
 Schneck Medical Center
 Henry Ford Health System
 North Mississippi Health
Services
 Sutter Davis Hospital
 St. David’s Health Care
 Hill Country Memorial
 Charleston Area Medical
Center

7. Strategy Development

8. 8
Quick Poll How effective do you
perceive your current
strategic planning process
to be?
A. Very effective
B. Effective
C. Somewhat effective
D. What’s a planning process?

9. 9
Strategy
How do you develop your strategy?
Stakeholders
(controlled)
(uncontrolled)
PROCESS Customer

10. 10
Strategy
APPROACH DEPLOYMENT
LEARNING INTEGRATION

11. 11
Systematic Strategic Plan
Vision
Relative
Importance
Main Product
Offerings
Environment Key
Stakeholders
Regulatory
Environment
Key Business
Operational,
Societal
Responsibility
and Workforce
Strategic
Challenges
Strategic
Advantages
Based Upon
Budget
Based Upon
Volume
Product/
Service #1
Product/
Service #2
Product/
Service #3
Competitive
Situation
Opportunities
for Innovation
Number/ Type
of Competitors
Sources of
Comparative/
Competitive Data
Suppliers
Partners
Collaborators
Accreditation
Certification
Registration
Requirements
*Key types of suppliers, partners and collaborators :
Role of suppliers, partners, and collaborators in work
systems (delivery of key products/services, and
customer support services) : Role of key suppliers,
partners, and collaborators in enhancing
competitiveness

12. 12
Strategy Development Process
What are the KEY PROCESS steps?

13. 13
Strategy Development Process
Who are the KEY participants?

14. 14
Strategy Development Process
What are your short- and longer-term planning horizons?
Short-term Planning
This year
Long-term Planning
3-5 years

15. 15
Strategy Development Process
HOW does your strategic planning PROCESS
address the potential need for change?

16. 16
Strategy Considerations
HOW do you collect and analyze relevant data and develop
information for your strategic planning PROCESS?
Gap
Analysis
Current Status

17. 17
Strategy Considerations
Your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES
Strengths Weaknesses
Opportunities Threats
SWOT

18. 18
Strategy Considerations
Risks to your organization’s future success
• Technology
• Market and Competitive Analysis
• Healthcare Services
• Patient/Stakeholder Preferences
• Economy
• Innovation

19. 19
Strategy Considerations
Potential changes in your regulatory environment
Internal and External Environment
Gap Analysis Audits Mock Surveys

20. 20
Strategy Considerations
Potential blind spots in your strategic planning PROCESS
and information

21. 21
Work Systems and Competency
HOW do you decide which KEY PROCESSES will be accomplished
by external suppliers and PARTNERS?

22. 22
Work Systems and Competency
HOW do you determine future organizational CORE
COMPETENCIES and WORK SYSTEMS?
• Meet future demands
• Environmental and
Competitive Analysis
• Opportunity for new
product and service
lines

23. 23
Key Strategic Objectives
What are your organization’s KEY STRATEGIC OBJECTIVES and
timetable for achieving them?

24. 24
Key Strategic Objectives
HOW do your STRATEGIC OBJECTIVES achieve appropriate balance
among varying and potentially competing organizational needs?

25. 25
Project Selection Criteria
If any of these are answered,
NO re-evaluate
Isthereachampionidentifiedtoremovebarriers
andprovideresources
Isthereasufficientamountofwastetowarrantthe
project
Istimeaprimeindicatoroftheissue
Isexcessinventorypresentinthearea
Istheprocessconsistentwithrelativelyfewerrors
Aretheemployeesintheareawillingtohelpwith
theproject
Isaprocessowneridentified
Dowehavecurrentaccuratedataaboutthe
process
Otherareasofconcern
Otherareasofconcern
TotalCriteria
Priority
Scale for rating each
criteria:
0 if there is no impact
1 for low correlation
3 for medium correlation
9 for high correlation
Potential Projects
SelectionCriteria
Isprojecttiedtobusinessstrategy
YESorNO
Willtheprojecteffectthecustomer
directlyYESorNO
Cantheprojectbecompletedinoneweek
orlessYESorNO
Isprojectareainthevaluestream
YESorNO
1
2
3
4

26. Strategy Implementation

27. 27
Quick Poll
What percent of your 2016
strategic objectives did you
complete in 2016?
A. >= 25%
B. 26% - 50%
C. 51% -75%
D. 76% - 90%
E. 91% - 100%

28. 28
Strategic Planning Deployment Matrix

29. 29
ACTION PLAN: Development and DEPLOYMENT
What are you KEY short- and longer-term ACTION PLANS?
What is their relationship to your STRATEGIC OBJECTIVES?
SAMPLE
PLAN
Action
Steps
Manager
Responsible
Target
Date
Status
Strategic
Objective A
Strategic
Objective B

30. 30
ACTION PLAN: Development and DEPLOYMENT
HOW do you DEPLOY your ACTION PLANS to your WORKFORCE
and to KEY suppliers, PARTNERS, and COLLABORATORS, as
appropriate, to ensure that you achieve your KEY STRATEGIC
OBJECTIVES?
ACTION
PLAN
Key
Suppliers
Collaborators

31. 31
ACTION PLAN: Development and DEPLOYMENT
HOW do you ensure that financial and other resources are
available to support the achievement of your ACTION PLANS while
you meet current obligations?

32. 32
ACTION PLAN: Development and DEPLOYMENT
What are your KEY WORKFORCE plans to support your short- and longer-term
STRATEGIC OBJECTIVES and ACTION PLANS?

33. 33
ACTION PLAN: Development and DEPLOYMENT
What KEY PERFORMANCE MEASURES or INDICATORS do you use to track the
achievement and EFFECTIVENESS of your ACTION PLANS?
Perspective Strategic Objectives Measures Goal
Financial
(Finance/Accounting)
Customer Growth
(Sales/Marketing)
Operational
Efficiency
(Operations/Support)
People
(HR/Talent Acquisition)

34. 34
ACTION PLAN: Development and DEPLOYMENT
For these KEY PERFORMANCE MEASURES or INDICATORS,
what are your PERFORMANCE PROJECTIONS for your
short- and longer-term planning horizons?

35. 35
Conclusion
“I honestly in my heart believe that because we
participated in the Baldrige Program and because it gave
us that consistent feedback, there are people who are
alive today who wouldn’t have been had we not been so
committed to the Baldrige process.”
—Rulon Stacey, former president/CEO, Baldrige Award
recipient Poudre Valley Health System

36. Questions?
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