World Class Customer Focus for Healthcare
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AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the third category, Focus on Patients, Other Customers & Markets in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
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World Class Customer Focus for Healthcare
- 1. ® Part 3: World Class Health Care • Focus on Patients, Other Customers & Markets
- 2. ® AmAsia3 fuses best practices from commercial operations with a deep knowledge of regional markets, local communities, and cultures. We work with our clients to build world class healthcare organizations that bring products and services to market and into the hands of satisfied customers across the globe. Senior consultants work to optimize global capabilities, create a cost-effective infrastructure, and solidify a local, dependable base of operations. This ensures a higher level of customer responsiveness and satisfaction, culturally intelligent products, and valuable insights into market conditions and opportunities for future growth. AmAsia3 Value Proposition
- 3. ® Introduction – Presenter John R. West AmAsia3 Management Consultant International Management Consultant • 15 + years • All Industries • Assessments • Performance Excellence • Customer Satisfaction • Problem Solving • Led 5 Clients to win Dubai Quality Award Experience FedEx • Global Quality Manager • Ombudsman for the Customer • Led FedEx to be 1st Baldrige Winner in Service Category Volunteer • President Bush 41- Points of Light Award • Hands on Network • Business As Mission
- 4. ® Introduction Attaining Performance Excellence • Country awards/programs – World Class assessment tools – Criteria very objective – Leads to world class performance The material in the following slides is used with permission of the Baldrige Performance Excellence Program. 2013. 2007 Criteria for Performance Excellence. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. Obtain a copy of the full Criteria at www.nist.gov/baldrige/publications/criteria.cfm
- 5. ® Health Care Criteria for Performance Excellence Seven Categories 1. Leadership 2. Strategic Planning 3. Focus on Patients, Other Customers & Markets 4. Measurement, Analysis, Knowledge Management 5. Workforce Focus 6. Process Management 7. Results
- 6. ® Category 3 – Focus on Patients, Other Customers, and Markets 3.1 Patient, Other Customer, and Health Care Market Knowledge a. How do you identify patients, other customers, other customer groups and health care market segments? Within these segments, how do you determine which to pursue for current or future health care services? b. How do you use the voice of the customer to determine key patient and other customer requirements (Including health care service features), needs and changing expectations and the relative importance to their purchasing decisions? Health Care Criteria for Performance Excellence
- 7. ® Category 3 – Focus on Patients, Other Customers, and Markets 3.1 Patient, Other Customer, and Health Care Market Knowledge (continued) c. How do your listening methods vary for each of these segments – Patients, Other Customers, Other Customer Groups, and health care market ? d. How do you use the relative information and feedback for purposes of planning health care services, marketing, making work system and process improvements, and developing new business opportunities? 1) Other uses of information and feedback 2) How do you keep your listening methods up-to-date? Health Care Criteria for Performance Excellence
- 8. ® Category 3 – Focus on Patients, Other Customers, and Markets 3.2 Patient and Other Customer Relationships and Satisfaction b. Patient/Customer Satisfaction Determination 1) How do you determine patient/customer satisfaction and dissatisfaction? 2) How do you follow up with patients/customers on the quality of health care services and transactions to receive prompt and actionable feedback? 3) Do your surveys or other methods also ask for their comparative satisfaction with your competitors? 4) How do you keep your approaches to determining satisfaction current with health care service needs and directions? Health Care Criteria for Performance Excellence
- 9. ® This concludes the Patient/Customer/Market Focus category of the Baldrige Health Care Criteria for Performance Excellence. For questions, or comments, or for assistance in having your organization assessed to start on the road to improvement, you may contact John by e-mail – jwest@amasia3.net Next, we will address the Measurement/Analysis/Knowledge Management Category of the Health Care Criteria for Performance Excellence. Health Care Criteria for Performance Excellence
Notas do Editor
- Are you satisfied that your health care organization has attained world class performance in every service and/or product it offers? If not, then this presentation is for you. The ideas in this presentation comprise an objective global method of attaining world class health care excellence. Hello. My name is John R West and I have the privilege of presenting to you a proven method of attaining and sustaining world class health care. Both as a member of headquarters management at a Fortune 500 company and as an international management consultant for many years, I have had the honor of helping organizations around the world use performance excellence to continuously improve.
- Welcome to AmAsia3. Before we begin our presentation on World Class Health Care, we would like to share our brief Value Proposition with you. This presentation will acquaint you with some recognized “best practices” and is directly aligned with our desire to help you attain and sustain a world class healthcare organization for the benefit of all of your stakeholders.
- As an international management consultant, I have traveled the globe for more than 15 years working with clients from a wide range of industries. When performing assessments of organizations I use a very objective set of criteria common in about 100 countries. What I am presenting is based on practical experience, and the principles are rooted and based on more than ten years of headquarters management at an award-winning organization.
- The best way to assure the sustainability and resilience of your health care organization is to practice performance excellence every day of every year. The highest health care award in the United States (also used for business and education) is the Baldrige Performance Excellence Program. There is now a similar award program in about 100 other countries. The Baldrige "Criteria for Performance Excellence" (or similar award criteria in other countries) can be used to either assess health care organizations or to help them apply for the national award in their respective countries. The quotes below are from the Focus on Patients, Other Customers, and Markets category of the Baldrige Health Care criteria. Most of the other countries either use the US version as their base or a similar European version, but all have very similar requirements to the US version. World-class sustainability and resilience are much broader than just the environmental aspect of the terms. If every organization adheres to these criteria, they would have a viable health care organization (sustained and resilient) for a very long time. I will introduce you to the portions of the Criteria for Performance Excellence which are most applicable to attaining and maintaining performance excellence in health care. Collectively, the criteria are very objective world class assessment tools.
- These are the seven categories of the Baldrige Health Care Criteria for Performance Excellence. Each of these categories will be presented as a separate module within this presentation. To be world class, a health care organization must be performing at an excellent level in each of these categories. Within each category presentation you will be given the elements that comprise true performance excellence for that category. To the extent that your organization is thoroughly performing each of these elements in an excellent manner, to that extent can you truly say that your organization is performing at a world class level in that category. To the extent that your organization is not thoroughly performing at an excellent level in all of these elements, to that extent does your organization have opportunities for improvement.
- Other customer groups referred to in 3.1 (a) could include patients’ families, the community, insurers and other third-party payors, employers, health care providers, patient advocacy groups, Departments of Health, and students. Your patients, being customers, are included in all generic references to your customers contained in this criteria. The “voice of the customer” in (3.1 b), is your process for capturing patient- and other customer-related information. Voice-of-the-customer processes are intended to be proactive and continuously innovative to capture stated, unstated, and anticipated patient and other customer requirements, needs, and desires. The goal is to achieve patient and other customer loyalty and build patient and other customer relationships, as appropriate. The voice of the customer might include gathering and integrating survey data, focus group findings, Web-based data, complaint logs, and other data and information that affect health care purchasing and relationship decisions. “Health care service features”, also in (3.1b), refers to all the important characteristics of your health care services that patients and other customers receive. This includes all customers’ interactions with your organization and their service experiences. The focus should be on features that affect customer health care-related preference and loyalty and the customers’ view of clinical and service quality—for example, those features that differentiate your organization’s services from other providers offering similar services. Beyond specific health care provisions leading to desired health care outcomes, those features might include factors such as extended hours, family support services, cost, timeliness, and ease of use of your services, assistance with billing/paperwork processes, and transportation assistance. Key health care service features and purchasing or relationship decisions, also in (3.1 b), might take into account how transactions occur, and also factors such as confidentiality and security.
- Listening methods in 3.1 (c) could include surveys, focus groups, complaint data, and web-based methods such as blogs. Since your organization is potentially serving each of the four segments in very different ways, it may stand to reason that the exact same listening method is not going to be valid for all four segments. For example your listening method may want to incorporate learning a patient’s perception of his/her experience in each of the different stages of that experience whereas the stages of experience for a different type of customer (other than a patient) may be totally different from that of a patient. In 3.1 d, assure that you gather feedback from current and former patients and other customers, including marketing information, patient and other customer loyalty and retention data, patient and other customer referrals. Relevant information to consider might include win/loss analysis relative to gaining or losing patients/customers, and complaint data from your patients/customers. Other uses of your voice of the customer information and feedback should be to become more patient/customer-focused, to better satisfy patient/customer needs and desires, and to identify opportunities for innovation. Keeping your patient/customer and marketing listening and learning methods up-to-date should include keeping them current with your health care service needs and directions, including any changes to your health care market place.
- How do your satisfaction/dissatisfaction determination methods differ among patient and other customer groups? How do you ensure that your measurements capture actionable information for use in exceeding patients’/customers’ expectations? How do you use patient and other customer satisfaction and dissatisfaction information for improvement? Determining patient and other customer satisfaction and dissatisfaction might include the use of any or all of the following: surveys, formal and informal feedback, customer account histories, complaints, win/loss analysis, and information on timeliness of service delivery. Information might be gathered on the Web, through personal contact or a third party, or by mail. Patient and other customer satisfaction and dissatisfaction measurements might include both a numerical rating scale and descriptors for each unit in the scale. Actionable patient and other customer satisfaction measurements provide useful information about specific service features, delivery, relationships, and transactions that affect the customers’ future actions — for example, their choice of health care provider and whether or not to give positive referrals. Health care organizations should be proactive in following up with patients to assure that they are progressing as expected and that they are satisfied with the services which they received. In addition to using responses from your patients/customers about their comparative satisfaction with your competitors, you could also establish useful benchmarks by comparing the satisfaction results from the surveys you conducted with similar results from other organizations providing similar health care services. This might include other organizations with whom you do not compete, but who provide similar services to yours in other geographic areas or to different populations of people.