writing your tncpe application

Writing Your TNCPE Application

Feb. 22, [email protected]@TNCPE.org

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mailto:[email protected]

mailto:[email protected]

Introductions

• Name• Organization and job responsibilities• Experience relative to TNCPE• Expectations for today

– Concerns?– Requests?

• Something you are “famous” for

MAKE THE MOST OF ALL YOUR MOVING PARTS 2

Time Management MatrixUrgent Not Urgent

Important

Not Important

from The Seven Habits of Highly Effective People by Stephen R. Covey


• Crises

• Deadline-driven projects

• Trivia

• Busy work

• Some mail and calls

• Interruptions

• Some mail, meetings, reports

• Planning

• Prevention

• Recognizing new opportunities

An Effective Leadership System

• Common sense • Aligns the entire system to achieve the mission

and vision and live the values• Connects processes and results• Identifies gaps• Asks really good questions:

– “How do we know?”– “How can we do it better?”

• Works for any organization!


Decision to apply leads to…

• How do I get started?• How do I gather the information I need?• How do I tell our story?• How do I organize all the work?Bonus:• TNCPE assessment process• Sharing best practices


Before you get startedWhat is TNCPE?

What is the TNCPE process/timeline?What is required for each application level?

MAKE THE MOST OF ALL YOUR MOVING PARTS

Tennessee Center for Performance Excellence• Founded in 1993 as Tennessee Quality Award• Vision: to drive organizational excellence in

Tennessee• 501(c)3 nonprofit corporation• Staffed primarily by state-wide volunteers• Funded through corporate and individual

dues and award participant fees• Encourages use of the Baldrige

Criteria for Performance Excellence7

2011 Application Schedule• Submit Intent to Apply July 1, 2011

– 15 Copies of Organizational Profile• Submit Application August 1, 2011

– 15 Copies of Response to Criteria (Levels 2, 3 and 4)*• Examiner Assessment August-September• Site Visit October • Judges Review early December• Feedback Report December-January• Banquet and Conference February 2012

* Level 1 Applications are accepted year-round


Step 1Conduct self-assessment

Step 2Submit application to TNCPE

Step 3Examiner review & site visit

Receive Feedback ReportStrengths and OFIs

Judging

TNCPE Award Program


Examiners conduct Assessments

• Experienced in business, education, service, or healthcare management processes and results

• Knowledgeable in quality practices and improvement strategies

• Trained in a 3-day extensive preparation course – Criteria for Performance Excellence– Developing consensus– Writing feedback comments– Evaluation process– Site Visit analysis


On site, the Examiner team will:

• Ask a lot of questions• Take a lot of notes• Review data and information• Act in a professional and responsible

manner• Respect the value of information shared

on-site


After the Site Visit

• Debrief with your team; gather input and observations, and document lessons learned

‒ identify the “critical” opportunities for improvement ‒ develop an action plan‒ implement the changes and measure

the results• Use your feedback report to improve• Celebrate this milestone!


Recognition Levels Commitment

Level 2AchievementLevel 3

ExcellenceLevel 4

Performance ExcellencePrinciples

Commitment and practice Outstanding examples of high-performance organizations

Processes Put in place some key process improvements

Demonstrate significant progress in building systematic processes

Exhibit processes that serve as role models for others, with some at or near “best-in-class.”

Results Process improvements are directly attributable to a fact-based improvement process. Results may or may not be evident; however, a measurement system should be in place.

Results for some key processes show improvement that is directly attributable to a systematic approach.

Demonstrate management excellence with superior results over time, directly attributable to a systematic well-deployed approach.

Practices Many practices from which other organizations can learn and grow.

Outstanding examples of high-performance organizations. Serve as role models for others.

Stair Steps to Excellence


Level 4

Level 3

Level 2

Level 1

Interest Commitment Achievement Excellence

Org Profile Yes Yes Yes YesApplication

FocusOrg

ProfileBasic Item

requirementsOverall Item requirements

Multiple Item requirements

Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages

Site Visit ½ Day 1 Day 2 Days 3 Days

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Choosing the Right Level• Consider the Performance Levels• Consider the Stair Steps to Excellence• How mature is your performance management

system?• What is the organization’s level of interest?• How much does it cost?


High Value, Low Cost$150 Intent to Apply FeeApplication Fee = $150 +

• Members: + $3 per FTE ($30 min.; $5,000 max.)• Non-Members: + $5 per FTE ($50 min.; $6,250 max.)

Site Visit Fee:Small (1-99) Medium (100-500) Large (>500)

Member Non Member Non Member NonLevel 1 $150 $185 $300 $375 $450 $565Level 2 $300 $375 $600 $750 $1,200 $1,500Level 3 $600 $750 $1,200 $1,500 $2,400 $3,000Level 4 $900 $1,125 $1,800 $2,250 $3,600 $4,500


Check-in

• Any questions about what we just covered?

• Any concerns?• Does it make sense?


How do I get started?

Understand the CriteriaUnderstand your organization

2011-2012 Criteria Book• Table of Contents, p. iii• Criteria by category, p. 3• Guidelines for responding, p. 29• Category and Item Descriptions, p. 34• Core Values, p. 49• Glossary, p. 56• Information about applying, p. 71• Scoring Guidelines, pp. 68 & 69• TNCPE Recognition-level descriptions pp. vii & viii


Item Format – page 29

Begin w/ Organizational Profile

• Describes the general nature of the organization– What is relevant and important– Key factors that influence how the

organization operates• Required for all TNCPE application levels• May be used by itself for initial

self-assessment


Pal’s Sudden Service

P.1a (1) Pal’s product line consists of a focused group of food and beverage items with a unique flavor profile designed to meet our customers’ taste requirements. Our core menu consists of• Big Pal – a 1/3 lb. all-beef hamburger;• Hot Dog – an all-meat wiener featuring our meaty chili;• Chipped Ham – a heated deli-styled sandwich made with 96% fat-

free ham;• Big Chicken – a heated deli-styled sandwich made with 96% fat-free

chicken breast;• Frenchie Fries – extra-long fancy shoestring fries sprinkled with a

spicy seasoned salt;• Beverages – milkshakes, freshly brewed iced tea, (32-ounce

portions) and soft drinks; and• Breakfast – biscuits with country ham, sausage, and gravy.

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Mission StatementDelight customers in a way that creates loyalty

Vision StatementTo be the preferred quick-service restaurant in our market by providing:• The quickest, friendliest, most accurate service available;• An experience that delights customers;• Daily excellence in our products, services, and systems execution;• Clean, organized and sanitary facilities;• Exceptional value; and• Training and motivation to engage all employees



Key Business Drivers(Fig. P.1-5)• Quality• Hospitality• Speed• Accuracy• Cleanliness• Value• People

P.2a (2) The principal competitive factors that determine Pal’s success in our market are:• Food quality• Service speed• Total customer

experience• Food and labor cost• Pricing• Staff turnover 27


P.2b The four key strategic challenges faced by Pal’s are shown below, along with our main objectives:• Compete directly with much larger national chains that

have national reputations and much larger marketing budgets (Operational).

• Operate with a tight labor market (People Resource Management).

• Maintain and grow market share even as new competition comes into the market (Sustainability).

• Increase net profit margins as core raw costs are increasing. MAKE THE MOST OF ALL YOUR MOVING PARTS

Richland College links its priorities to its Strategic Challenges



P.2c PERFORMANCE IMPROVEMENT SYSTEMPal’s has created an environment that promotes continual improvement. Pal’s leadership supports this environment by being a role model for its systematic evaluation and improvement processes. Because of the management-led and organization-wide focus on continual improvement, major results are improving. Some key processes that support systematic evaluation and improvement are ….


Richland CollegePerformance Improvement System


Exercise

Objective: Become familiar with the Organizational Profile and one technique to gather information

– Consider TNCPE as the organization– By “walking the wall,” brainstorm content for each of

the Organizational Profile items listed– By participating in a facilitated discussion, summarize

content for each item


TNCPE CulturePurpose To strengthen Tennessee’s economy

Vision To drive organizational excellence in Tennessee

Mission To lead organizations in the pursuit of performance excellence, improving results and contributing to the economic vitality of their region.

Values Customer Focus; Leadership; Integrity; Collaboration; Excellence; Continuous Improvement; Respect

Core Competencies

Training volunteers; Operating an effective Awards program


Definition Your Organization

Purpose

Mission

Vision

Values

Are they well deployed? Actionable? Measurable?

CoreCompetencies

Why does yourorganization exist?

What are you trying to accomplish?

Where are you headed?

What are your guidingprinciples?

What are your areas of greatest expertise?

Tips for getting started• Read the Criteria booklet• Begin with the Organizational Profile

– Use Organizational Profile as the anchor as you draft responses for each Category

• Decide on a format early in the project– Two-column, 10 pt. text is typical– MS Word, Excel, and PowerPoint work fine – Baldrige applications are great examples– Allocate pages to each category– Choose first- or third-person voice


Check-in




Tools to Help along the Journey

“If you always do what you’ve always did…you’ll always get what you always got.”

Unknown

Key Concepts

• Keep it Simple (KISS) • Start with your Vision and Mission • Understand “Performance Excellence”• Be honest – it’s okay where you are• It’s about improving processes –

not people • Benchmark for breakthrough

improvement ideas MAKE THE MOST OF ALL YOUR MOVING PARTS 38

Performance ExcellenceThe term “performance excellence” refers to an integrated approach to organizational performance management that results in

1) delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability;

2) improvement of overall organizational effectiveness and capabilities; and

3) organizational and personal learning.The Baldrige Criteria for Performance Excellence provides a framework and an assessment tool for understanding organizational strengths and opportunities for improvement and for guiding planning efforts.


Exercise

Objective: Given your organization’s Vision, what is your approach to Performance Excellence?


MRMC JOURNEY TO EXCELLENCE

A Case Study

MRMC Baldrige Timeline 2005 – new CEO – TNCPE Application:

Interest Level 2006 – TNCPE Level 2 2007 – TNCPE Level 3 2008 – TNCPE Level 3 2009 – TNCPE Level 4 2010 – National Baldrige Application

MRMC Mission: To serve our region with clinical excellence and

compassionate care. MRMC Vision: Extraordinary People. Extraordinary Care.

Maury Regional Medical Center strives to deliver, for every patient every day, a premier and innovative health care service by combining world class outcomes within a personalized, caring environment.

MRMC Values Patient-focused

Provide care with love and compassion

RespectTreat everyone as we wish to be treated

Integrity Do the right thing for the right reason

Dedicated Be committed to achieving excellence

Enthusiastic Be positive and friendly

STRATEGIC OBJECTIVES

QUALITY: Achieve best practice clinical outcomes

SERVICE: Achieve excellence in patient satisfaction

PEOPLE: Attract, develop and retain a highly qualified healthcare team

FINANCIAL: Produce the financial resources to achieve the mission and vision

GROWTH: Increase market share by providing excellent care

Description of Measure Q106

Q206

Q306

Q406

Q107

Q2 07

Q307

Q407

Q108

Q208

Q308

Q408

Q109

Q209

Q309

Q409

Jan 10pre

Feb10pre

HF- Adeq Discharge Instructions 93 83 79 87 76 81 83 78 78 86 88 87 90 93 93 97 96 95

HF - LVF Assessment 92 97 91 90 92 99 91 97 96 99 95 97 100 100 99 100 100 100

HF – /ARB for LVSD 92 69 83 87.5 84 97 100 87.5 96 96 100 89 91 95 97 94 100 93

HF – Adult Smoking Cessation 96 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

HF – Evidence Based Care Score -- 77 71 75 74 83 80 77 78 87 89 82 90 93 93 94 97 95

PNEU – Pneumococcal Vaccine 87.5 80 71 93 94 91 77 89 94 100 90 95 100 95 89 93 92 100

PNEU - Bld Cult w/i 24 hrs of CC admit -- -- -- -- -- 75 80 80 100 100 100 100 100 100 100 100 100 100

PNEU – Bld Cult Prior to Antibiotic 97 96 96 100 95 94 86 100 83 96 95 88 94 95 95 96 85 100

PNEU – Adult Smoking Cessation 83 100 92 100 100 100 100 100 100 94 100 100 100 100 100 100 100 100

PNEU – Antibiotic Within 6 Hours -- -- -- -- -- 97 88 95 95 100 92 97 98 97 96 93 87 100

PNEU – Antibiotic Select – ICU Pts 0 100 -- 100 100 100 100 100 -- 50 -- 75 100 100 33 100 0(0/1)

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PNEU – Anti Select – non-ICU Pts 95 85 100 92 100 95 100 89 85 92 91 95 95 89 100 87 100 80

PNEU – Influenza Vaccine 86 -- -- 78 100 -- -- 85 93 -- -- 90 96 -- -- 91 100 100

PNEU – Evidence Based Care Score -- 71 74 68 93 82 66 80 80 93 85 82 92 89 84 83 74 86

STK – VTE Prophylaxis -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 74 87.5 85

STK – Antithrombotic Therapy at DC -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 100 100 87.5

STK – Anticoag Therapy for A-fib -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 75 100 --

STK – Thrombolytic Therapy -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 100

STK – Antithrombotic by Hosp Day 2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 96 100 100

STK – Statin at DC -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 78 86 92

STK – Stroke Education -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 71 86 80

STK – Assessed for Rehab -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 92 87 87.5

STK – Evidence Based Care Score -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 51 71 67

AMI – Aspirin At Arrival 97 100 100 95 95 98 100 97 100 98 100 94 100 98 97 98 100 100

AMI – Aspirin At Discharge 98 94 100 100 100 98 100 100 100 100 100 100 96 98 96 99 100 100

AMI – /ARB for LVSD 91 91 91 100 96 100 100 95 100 100 100 100 100 100 100 90 100 100

AMI – Beta Blocker At Arrival 100 92 96 100 97 100 91 95 100 100 100 100 93 -- -- -- -- --

AMI – Beta Blocker At Discharge 94 100 100 96 100 100 100 100 100 98 97 100 100 98 98 100 96 100

AMI – Adult Smoking Cessation 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

AMI – PCI Within 90 Minutes 60 56 60 50 73 65 75 87 100 100 93 90 92 100 100 89 100 100

AMI – Median Time to PCI (minutes) 80 86 72.5 101 71 82.5 72 72 63 61.5 59 65 64.5 67.5 54 57 50 81.5

AMI – Mean Time to PCI (minutes) 134.5 160.4 79.2 107.5 73.7 95.0 91.5 69.7 59.1 61.2 55.9 65.5 69.0 65 57.8 66.7 51 81.5

AMI – Inpatient Mortality 6.5 9 4 1.8 4.3 3 3.4 2.5 0 0 5.7 0 7.7 2.2 0 0 0 0

AMI – Evidence Based Care Score -- 85 87 89 91 87 90 92 100 97 97 95 94 97 93 94 97 100

HOP /CP-Aspirin at Arrival -- -- -- -- -- -- -- -- -- 80 87 93 92 90 89 92 100 90

HOP /CP-Mean Time to ECG (min) -- -- -- -- -- -- -- -- -- 7.13 6.19 19.1 8.29 41.1 10.2 11 3.5 10.6

HOP Surg – Antib 1 Hr Prior to Incision -- -- -- -- -- -- -- -- -- 95 94 93 83 92 95 89 96 92

HOP Surg – Antibiotic Selection -- -- -- -- -- -- -- -- -- 81 89 78 83 89 95 94 100 96

SCIP – Ax One Hr Prior to Incision 90 96 95 95 93 97 80 67 83 94 97 99 98 97 97 99 95 100

SCIP – Ax Selection 96 92 95 97 94 98 94 83 93 98 93 85 96 97 95 97 90 97

SCIP – ’d within 24 hrs 78 85 81 83 83 92 88 83 87 91 94 97 91 94 94 94 92 97

SCIP – Cardiac Post op 6am Glucose -- -- 80 76 85 100 100 96 100 100 88 100 100 100 100 100 100 100

SCIP – Appropriate Hair Removal -- -- 95 98 100 99 99 99 99 99 100 100 100 100 100 100 100 100

SCIP – Colorectal post op normothermia -- -- 100 100 89 100 100 93 91 100 83 85 100 92 100 -- -- --

SCIP – Perioperative Temp Mgt -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 99 100 100

SCIP – Urin Cath Removal POD1/2 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- 76 88 88

SCIP – Perioperative Beta Blocker -- -- -- 75 78 82 71 94 96 95 94 94 87 91 93 93 92 100

SCIP – VTE Prophylaxis -- -- -- 90 90 87 85 82 91 95 91 89 100 93 83 88 67 100

SCIP – VTE Prophylaxis Timeliness -- -- -- 89 87 85 82 80 85 93 90 94 97 93 74 88 53 94

SCIP – Evidence Based Care Score -- -- -- 77 80 82 72 63 73 86 84 85 89 90 87 83 77 90

ASTH – Relievers for IP Asthma -- -- -- -- -- -- 100 100 100 100 100 100 100 100 100 100 100 100

ASTH – Systemic Corticosteroids for IP -- -- -- -- -- -- 92 100 100 100 100 100 100 100 100 100 100 100

ASTH – HMPC Document Given -- -- -- -- -- -- 0 0 0 23 57 89 79 71 75 94 100 100

ASTH – Evidence Based Care Score -- -- -- -- -- -- 0 0 0 23 57 89 79 71 75 94 100 100

Current as of: 4/19/2010 @ 11:22 AM

MAURY REGIONAL MEDICAL CENTER - Administration

Keys to Success Factors

INDICATOR

Annual Annual Annual

Jul Aug Sep

1st

Oct Nov Dec

2nd

Jan Feb Mar

3rd

Apr May Jun

4th

YTDBaseline Benchmark Target Qtr Qtr Qtr Qtr

QUALITY

Evidence Based Score (%) 85 99 92 90 88 90 90 87 88 92 89 83 85 84 88

MAURY REGIONAL MEDICAL CENTER - Oncology/Medicine Service Line


INDICATOR


Jul Aug Sep

1st

Oct Nov Dec

2nd

Jan Feb Mar

3rd

Apr May Jun

4th

YTDBaselineBench-mark Target Qtr Qtr Qtr Qtr

QUALITY

AMSL Evidence Based Score (%) 80 100 90 95 90 94 93 85 83 92 87 72 83 79 87

MAURY REGIONAL MEDICAL CENTER - 3W


INDICATOR


Jul Aug Sep

1st

Oct Nov Dec

2nd

Jan Feb Mar

3rd

Apr May Jun

4th

YTDBaselineBenchmark Target Qtr Qtr Qtr Qtr

QUALITY

Overall Evidence Based Care Score (%) 88 100 90 94 85 91 90 93 78 89 88 80 89 85 88Pneumonia Evidence Based Care Score (%) 94 100 97 100 88 100 96 100 100 80 95 100 75 89 94CHF Evidence Based Care Score (%) 80 100 90 90 80 83 86 80 50 100 77 86 100 95 87.3

INDIVIDUAL GOALComplete discharge instructions for 100% of HF patients

Action Item Responsibility Performance Metric

Target Date to Complete

Initiated Status Date Completed

ACTION MATRIX TEMPLATE

How Organizations Use the Criteria

• Internal management self-improvement systemFocused on internal self-improvement efforts

• State performance recognition programEase of entry into process5, 15, 35, or 50-page application

• National Baldrige application50-page application


Who are your key customers?

Key = those that are critical to achieving your intended outcome

Key Customers or StakeholdersCustomers = actual and potential users of your organization’s products, programs or services.Stakeholders = all groups that are or might be affected by an organization’s actions and success.

Key RequirementsWhat customers or stakeholders want or need from your products/services; the factors your customers use to decide whether to “buy” from you or your competitors


Gap AnalysisProcess

Linked activities; Generally processes

involve combinations of

people, machines, tools, techniques,

materials, and improvements in a defined series of steps or actions.

As IsHow do we do it

now?

Should beWhat is the most effective way to

do it?

Vital FewWhat are a few easy

changes we could make right now?

How do you obtain information from your customers?


Exercise

Objective: Using the Gap Analysis tool,describe how your organization listens to its customers.

Is it a systematic approach?

If not why not? It is okay where you are!


Action Plan Development

Objectives Strategies When ProcessOwner

Measures DesiredOutcomes


Easy way in Category 3Customers

Category 1Leadership

Category 2Strategic Planning

Category 5Workforce

Category 6Operations

Category 4Measurement, Analysis,

& Knowledge Management

Category 7Results

Improvement


Exercise

Objective: Take an organizational success story and share it with your partner using the “easy way in” Criteria model.


Process Questions (Categories 1 - 6)• Mostly “How” Questions• Processes are linked activities that produce a

product or service• Systematic processes are well-ordered,

repeatable, and use data and information so learning is possible

• Align to “what” questions, mostly from Organizational Profile



Planidentify an opportunity

and plan for change

Doimplement the

change on a small scale

Checkuse data to analyze the

results of the change and determine whether it

made a difference

Act If successful, implement it

on a wider scale and continuously assess your results; if unsuccessful, begin the cycle again.

PDCA

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Alignment: “What” & “How” • Organizational Profile P.1b(2)

What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations for your products, CUSTOMER support services, and operations? What are the differences in these requirements and expectations among market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups?

• Process Item – Customer Satisfaction and ENGAGEMENT 3.1b(1)HOW do you determine CUSTOMER satisfaction and ENGAGEMENT? How do these determination methods differ among CUSTOMER groups and market SEGMENTS, as appropriate?


Guidelines for Process Responses

• Understand the meaning of “what” vs. “how”• Process responses should:

‒ describe the key steps in the process‒ give a clear sense of how it is done‒ show the process is systematic‒ show how the process is deployed‒ demonstrate cycles of improvement‒ display focus, consistency, and alignment/ integration

• Be concise• Refer to Scoring Guidelines


Exercise

Objective: Practice answering a process question: How do you obtain information from customers?• Describe the steps in the

process.• Who does it?• Where do they do it?• When/how often do they do it?


Check-in




How Do I Gather the Information I Need?

“A ship is safe in the harbor, but that is not what it was built for.” Unknown

Key Concepts

• Get senior leaders involved• Use simple tools to capture your

organization’s story • Use a non-threatening approach • Don’t try to gather everything – Focus on

key information that will help tell your story


Methods of Gathering Information

• First step: Organizational Profile • Create Category teams

– Each team needs a leader• Educate the workforce

– Introduce key concepts and basic tools for improvement– Encourage everyday awareness to capture work

• Facilitate the gathering process to stay on schedule • Interviews

– Leadership team & key departments – Natural work groups and cross-functional teams


Sources of Information

• Strategic Plan goals and Action Plans • Annual and quarterly reports• Previous assessments, e.g. TNCPE

Feedback Report• Key processes, measures and results• Best Practices• Other sources in your organization?


Basic Results Questions • Mostly “what” questions:

What are the results for this process over time?• Look for outputs and outcomes• How do these results align with key

requirements from customers, stakeholders, market, processes and plans?

• What documents, graphs, and/or charts show the results?


Exercise

Objective: Considering your organizational culture, what would be the best approach to gathering information?


Tips for gathering information• Identify major themes and strengths

– What do we do best? – What are we most proud of?– What are our major initiatives – past, current and

planned?• Begin collecting results and formatting

figures early – it takes longer than you think!• Review and revise Organizational Profile after

your application is complete to ensure alignment


Check-in




How do I tell our story?

So much information… So little space!

Application Tips

Consider these questions in developing your response to the process Item questions:• What is the process/approach called?• Who owns/manages it?• Who participates?• How often does it happen?• How/how often is the approach evaluated and

improved?• Where is it used (deployed)?• What other information would help to explain “How?”

and “Where?”MAKE THE MOST OF ALL YOUR MOVING PARTS 78

Do

StudyAct

Plan

StudentsStakeholdersCommunity

Leadership Planning Workforce (Faculty & Staff)

Process Management

Measurement & AnalysisResultsImprovement

Approach Deployment Results

LearningIntegration

DAE’s Basic Improvement Process

ExerciseTake your work from “How do you obtain information from your customers?”• Swap with your partner• Assess for A-D-L-I• What’s there and what’s

missing?• What results would you

expect to see in Category 7?


Park Place Lexus – Approach

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3.1a(2) Determine needs of customersLexus is our primary source of formal information about clients and their needs and expectations. They utilize the Gallup CE11 survey based on a scientific model of factors that provide the greatest influence on clients’ purchasing behavior. Our Listening and Learning process shown in Figure 3.1A was designed to formalize our activities in receiving input from clients…This process begins with providing a variety of access points to collect feedback from our various customer segments as shown in Figure 3.1B…As new features, such as upgraded technology in vehicles, service offerings and new financing options are added to our products, the Listening and Learning process is used to collect feedback on these new features…

Park Place Lexus – Deployment 3.1a(2) Determine needs of customers…We validate the results of the Lexus survey for our specific clients and ensure that we get information from former, current, and potential clients about how we run our business…Focus groups...are conducted to help us understand the impressions that clients have of our dealerships, products, and services…We ensure that these groups contain former, existing, and potential clients…

Park Place Lexus – Learning

Keeping listening and learning currentOur Listening and Learning process includes a step to evaluate its own effectiveness. We use this evaluation step each month to ensure we continue to use the most effective approaches to listen to our clients.


Alignment and Integration

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Chaos

Managed

Organized

Optimized

Exercise

Objective: A Picture is worth 10,000 words!• Read the text for ACME Category 2• Use the technique

assigned to your team to present the informationin a new way


Exercise text for ACME Category 2

ACME has a strategic planning process. Many people are involved including the CEO, managers, customers and employees. First ACME gathers information from customers (P.1-3) and managers. ACME uses this info to identify what is important. Next ACME’s CEO and managers look at past results (Fig. 7.1-1) and compare this to the list from the first step.

From this ACME identifies its gaps. After this is complete CEO and managers prioritize the list and select the top 5 items. These become our objectives. From this list (Fig. 2.1-4) managers are tasked to develop action plans (Fig. 2.2-1) with timelines. Finally teams of managers and employees follow the action plans and report their results (Fig. 7.6-1).


Guidelines for Results (Category 7)

• Focus on the most critical business results• Align results with key requirements from

customers, stakeholders, market, processes, and plans

• Results are usually reported in charts, graphs, and tables

• Use text to describe why the results are important and to explain anything that may not be readily understood – do not repeat the information provided in charts and graphs!


Criteria Linkages• Organizational Profile P.1b(2)

What are your KEY market SEGMENTS, CUSTOMER groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and expectations…?

• Customer Satisfaction and ENGAGEMENT 3.1b(1)How do you determine CUSTOMER satisfaction and ENGAGEMENT? How do these determination methods differ among CUSTOMER groups and market SEGMENTS, as appropriate?

• Customer-Focused Outcomes 7.2a(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do these RESULTS compare with the CUSTOMER satisfaction LEVELS of your competitors. . . ?


Results Evaluation Factors• Performance Levels - Places results on a meaningful

measurement scale• Trends - Shows the direction, rate and breadth of performance

improvements• Comparisons - Establishes the value of results by relating them

to similar or equivalent measures (competitors, industry averages, best-in-class)

• Integration - The performance management system operates as a fully interconnected unit

• Segmentation - Disaggregate data to allow for meaningful analysis (by important customer, workforce, process, and product line groups)

• MAKE THE MOST OF ALL YOUR MOVING PARTS 90

Expected Results


Segmented Results

Considerations for Results Graphs

• Remember your audience – can an outsider easily understand the graphs?

• Is there an arrow to show “good” direction? • Are there gaps in what is presented? • Are trends apparent?• Does every result have a relevant comparison?• Do results link to something important to your

organization?• Are results segmented (e.g. by customer group,

employee group, location, product etc.)?MAKE THE MOST OF ALL YOUR MOVING PARTS 94

Exercise• Create a results graph

based on the information provided

• Which graph is more informative?


Tips for telling your story

• Develop and deploy an acronym list• Cross-reference when appropriate• Cite examples to support the explanation• Describe what you already have in place, not

what you’re “fix’n” to do• Engage a proof-reader to read it “cold”

– Is it clear?– Ensure major themes and strengths are addressed– Be sure major processes, their deployment, and

cycles of refinement are described– Ensure expected results are shown in Category 7 96

Check-in




How do I organize all my work?

99

Project Plan

1st PassOrg Profile

Apply?

AuthoringStructure

Allocatepages

FormatTemplate

Other CIProcess

Write1st Draft

Review1st Draft

Developacronym list

Write2nd Draft

Review2nd Draft

WriteFinal Version Proofread

SubmitIntent Form

Submit App

ProduceCopies

Site VisitPrep

Site Visit

FeedbackReport

Follow up

No

PLAN WRITEREV/

REWRITE SUBMITYes

Tips for organizing your work• Develop an application project plan• Create a project time line

– Include several cycles of Plan-Write-Revise-Submit– Expect hiccups and plan for contingencies

• One writer or shared responsibility?‒ Both approaches require communication and

coordination• Make your application “Examiner-friendly”

– Tabs, dividers, glossary, 10-point font


Page Allocation (example) The most important areas for your organization should get the most ink.

Category Points Excellence(50 pp.)

Achievement(35 pp.)

Commitment(15 pp.)

1. Leadership 120 7 4.2 1.8

2. Strategic Planning 85 4 2.9 1.3

3. Customer Focus 85 5 2.9 1.3

4. Measurement, Analysis & Knowl. Mgt. 90 4 3.2 1.3

5. Workforce Focus 85 4 2.9 1.3

6. Operations Focus 85 6 2.9 1.3

7. Results 450 20 16.0 6.7

TOTALS 1,000 50 35.0 15.0

Finalize the Application• Produce one master copy and review before

making multiple copies• Use the application (or a summary) to

communicate with your entire organization• Postmark application before the deadline• Celebrate!• Begin site visit preparation• Implement improvement projects to close gaps

(why wait?)• Evaluate and improve the application process

Check-in




Summary Activity


Next Steps and Wrap Up

“In doing anything the first step is the most difficult.”Chinese proverb

So what do I do now?• Start now – there is no time like the present • Educate and engage the workforce • Form Category team(s)• Create a project plan• Begin with the Organizational Profile• Monitor deadlines• Call the TNCPE office if you have questions• Celebrate successes: be serious but have fun!• Apply to be a TNCPE Examiner


Resources• Read a book

– Baldrige Winning Quality by Mark Graham Brown

– Keeping Score by Mark Graham Brown– The Pocket Guide to the Baldrige Award Criteria by

Mark Graham Brown– Insights to Performance Excellence

by Mark Blazey• Join TNCPE as a Member


TNCPE Membership• Benefits

– Knowledge-sharing – Opportunities to benchmark– Access to other members' best practices– Education/learning through conference & workshops– Public recognition – Discounts on program fees, training and conferences

• Cost– Corporate Annual Membership $500 - $25,000 – Individual Annual Membership $100 - $1,000


Resources

Attend a Conference or Workshop• TNCPE Excellence in Tennessee Conference

‒ February 22-23, 2011 (Franklin, TN)

• Baldrige Quest for Excellence Conference ‒ April 3-6, 2011 (Washington, D.C.)

• CIGNA’s Best Practice Sharing Day– May 16, 2011 (Nashville, TN)

Visit a Website: • www.tncpe.org• www.quality.nist.gov• www.asq.org


http://www.tncpe.org/

http://www.quality.nist.gov/

http://www.asq.org/

Wrap Up• What questions do you have?• What are your concerns?• Did we meet your expectations?• What feedback do you have for Katie/TNCPE?


Katie Rawls, President & CEOTennessee Center for Performance Excellence

2525 Perimeter Place Drive, Suite 122Nashville, Tennessee 37214

Phone: 615-889-8323or 800-453-6474

E-mail: [email protected] Please visit our website at www.tncpe.org

For more Information

writing your tncpe application

Documents