Saint Luke's Health System, based in Kansas City, Mo., includes 11 hospitals in Missouri and Kansas, plus many related health care services. Recognized for its commitment to education and research, Saint Luke's is world-renowned for clinical care and innovation at its Saint Luke's Mid America Heart Institute and Saint Luke's Brain and Stroke Institute. In addition, Saint Luke's is a regional leader in cancer care, provides the area's highest level of neonatal care, and operates the region's only ICU. In 2003, the Health System's tertiary facility, Saint Luke's Hospital of Kansas City, became only the second hospital to receive the nation's premier quality honor, the Malcolm Baldrige National Quality Award. Saint Luke's Health System's Chief Executive Officer G. Richard Hastings details Saint Luke's quality journey, showing how the organization has used quality management tools to achieve clinical and operational excellence. At the same time, he explains how Saint Luke's incredible team of employees, physicians, and volunteers have made the organization "The Best Place to Get Care and the Best Place to Give Care" through their constant focus on providing high-quality care to patients and families.

Our Journey to Performance Excellence

Business & Money

G. Richard Hastings

Management & Leadership

Quality Press

Human Resources Management (Quality and Reliability)

Managing processes is not just one of the keys to educational improvement, but the key. Applying the concepts, guidelines, and practices related to process management as described in this book would create the kind of school district the Department of Education policy goals are rightfully determined to achieve. Ultimately, success or failure in school districts is about managing processes, it has always been about managing processes, and it always will be about managing processes. The purpose of this book is to help you understand that reality and give you the tools to act on that understanding. The book is organized into two sections. The first section is devoted to introducing the concepts of process management and providing examples of how those concepts are used to design, measure, deploy, and improve processes. The second section is devoted to examples of process flow charts. Flow charting processes is one of the most valuable activities a process manager can facilitate. Our inten

Process Management in Education: How to Design, Measure, Deploy, and Improve Organizational Processes

Education & Teaching

Robert W. Ewy and Henry A. Gmitro

Schools & Teaching

This book demonstrates in a simple and straightforward way the process of discovering the attributes that are important to your customers, measuring their satisfaction with an unbiased survey instrument, analyzing that data, and then doing a statistical analysis to determine the best approach to improving the low-rated attribute and implementing change that has a higher probability of improving customer loyalty. Satisfaction is a feeling; loyalty is a behavior with satisfaction as its foundation, coupled with a willingness to repurchase and a willingness to recommend. It is that interest in reliving a positive customer experience that creates loyal behavior. This book gives insights into the process that companies can use to create that satisfaction in their customers and promote loyal behavior in customers buying patterns. Each chapter is constructed as a self-contained entity. The method described in this book will help you collect data from your customers, understand the information through analysis of the metrics and comments, find root causes of problems, motivate people to contribute to improving satisfaction, and then sustain the gains by audit. There is no appendix to reference for additional materials. The basic process needed to analyze and implement a robust quality system for improving customer satisfaction is described in full, including presenting the data of customer satisfaction values in a way that makes it easy to understand.

Superior Customer Satisfaction and Loyalty

GOLDSTEIN

Sheldon, D.

Processes & Infrastructure

Authors Lamprecht and Ricci have pooled their cumulative 40 years of consulting in quality management and employment in various business environments to cut through the fads and take a hard look at the true results of certain business practices from the past few decades. If you want the truth, this is the book for you. Those who want sugarcoating should look elsewhere. The past 25 years have seen the worldwide promotion of ISO 9001, the Six Sigma and lean movements (in their various forms), and many other popular approaches. Some are already forgotten or hardly ever mentioned: Taguchi methods, just-in time, reengineering, TRIZ, Theory of Constraints, visual factory, and many others. In addition to these various tools, companies also spend hundreds of thousands of dollars on sophisticated software programs and resource management tools. But despite businesses continuously attempting to re-invent and/or improve themselves, most are still struggling with the same fundamental questions, such as how to motivate people, sustain continuous improvement, avoid the over analysis of too much data, reduce the amount of time spent in meetings, and refrain management from micromanaging. Why? From employee motivation, risk-taking, and software to planning tools, training, and hiring practices, you ll learn why. The authors use their observations of over 500 organizations worldwide to offer their views on what does not seem to work or work very well. By reading these critiques it is hoped that readers, managers, or even CEOs will be moved to modify their habits. Included for each chapter are unique annotated bibliographies that could be considered a book within the book. Each annotated bibliography includes summaries and quotations from a variety of authors that have over the years observed or otherwise commented on similar propositions as those in this book.

Dare to Be Different!: Reflections on Certain Business Practices

James L. Lamprecht

and Renato Ricci

There are many red lights in education reform, ranging from citizens to national and state legislative requirements to the schools staffs themselves. What can you do as a superintendent, school leader, or classroom leader when you encounter these and other red lights? You can run a red light. Iredell-Statesville Schools Superintendent Dr. Terry Holliday and co-author Brenda Clark give examples of when they ran the red light. Running red lights is appropriate for fire, police, and emergency officials when there is a sense of urgency, a similar sense of urgency is needed to eliminate those negative experiences of children that douse students flame for learning. You can reflect at a red light. Tools and techniques are presented for reflection when you are confronted with a red light. In the School Improvement Plan framework and the basic tool Plan Do Study Act cycle discussed, school leaders and teachers will find tools of reflection. You can turn right at a red light with caution. Through a discussion about mission, vision, values, and alignment, Holliday and Clark will give you insight on how to turn right at the red light and still be able to reach your destination of success for children. You can back up at a red light. Sometimes when you are going too fast and you get caught in the intersection at a red light, you have to back up with caution so as not to hit anyone behind you. The authors describe these times and provide tools of communication planning, collaboration, and deployment that can help you back up without hitting anyone behind you or being hit by traffic coming through the intersection. These authors journey toward education reform included the Malcolm Baldrige National Quality Award in Education in 2008 and has been a destination of success for the school district s children. Other leaders in other school systems will be inspired to undertake their own journey and to sustain it for all children. The journey is a frustrating one, but the destination is always worth the trouble.

Running All the Red Lights: A Journey of System-Wide Educational Reform

Terry Holliday and Brenda Clark

Healthcare organizations and professionals have long needed a straightforward workbook to facilitate the process of root cause analysis (RCA). This is that book. In a workbook-style format, it walks through the RCA process step-by-step, with a wide range of real-world examples. It includes up-to-date information on the use of RCA in satisfying mandatory reporting requirements, and slays the myth that the process is onerous and fraught with barriers. Both print and (on an accompanying CD-ROM) electronic worksheets and templates are provided for the reader s use. The insights are equally applicable to acute care hospitals, rehabilitation facilities, long-term care facilities, outpatient surgery centers, ambulatory services, and general office practices. It is organized so as to be used by the most naive of users for the most basic RCA issues, and there is also a separate section for more advanced users or more complex issues. Also included is an adaptable, ready-to-use presentation with scripting to aid readers in explaining RCA, garnering support for the use of its techniques, and training others.

Root Cause Analysis and Improvement in the Healthcare Sector

Medical Books

Bjørn Andersen

Tom Fagerhaug

and Marti Beltz

Administration & Medicine Economics

Best-selling author J.P. Russell focuses on the methods and techniques of conducting internal and external process audits. Learn how to evaluate process controls, use process flow, turtle, spider and tree diagrams, verify process conformity and effectiveness, and compose an audit report assessing compliance, controls, risk and process optimization. This guide is ideal for individuals who have a general understanding of auditing techniques and is written for auditors who conduct first-, second-, and third-party audits to any standard or work instruction.

The Process Auditing and Techniques Guide, Second Edition

J.P. Russell

Accounting

In 1982, Dr. W. Edwards Deming wrote Out of the Crisis. At that time, the United States was enduring a crisis of low quality and high costs. Its previous dominance in the provision of goods and services was being challenged primarily by the Japanese. American consumers were becoming choosier in their product choices and when given two products of equal price, they were choosing the product with the higher quality levels, regardless of where it was built. So where does the United States stand today? Has it settled into an acknowledged competitive position, 28 years later? Have we remembered Dr. Deming s words and his 14 Points, or have we forgotten all he taught so little time ago? This book explores just that. One of its purposes is to dissect each of the principles and see how we rate as a society, as an economy, and as a country when compared to these principles that the very wise Dr. Deming defined for us in the early '80s. It analyzes how practices and tools such as quality circles, total quality management, zero defects, benchmarking, balanced scorecard, reengineering, ISO 9001, Six Sigma, and lean either support or do not support Deming s principles. The goal of this book is to resurrect the Deming principles, to create more Demingites who will also preach and spread the word of Deming for the good of society, and to shock and tell it like it is, much like Deming would.

Out of Another @#&*% Crisis! Motivation through Humiliation

Mike Micklewright

Foreword by Michael F. Gutzeit, M.D., Chief Medical Officer and Vice President of Quality, Children's Hospital of Wisconsin This practical, how-to book clearly and succinctly takes the reader through six proven success steps for implementing lean in any healthcare environment: 1. Create physician flow 2. Support physician value-added time 3. Visually communicate patient status 4. Standardize everyone s work 5. Lay out the clinic for minimal motion 6. Change the care delivery model Why go through such a transformation? Because it works. Tell a doctor that he can see the same number of patients, offering the same high quality and personal care, and have an extra 90 minutes at the end of his clinic day and that means something. Tell the staff that they can look forward to actually ending on time, with satisfied patients, no backlog, and having focused their attention completely on quality patient care and they will listen. These Lean principles and success steps work in clinics ranging from orthopedics to neurology to cardiac care the specialty doesn t matter. They work in small practices and large hospital settings. Lean methodology provides the tools to address the frustrations patients and doctors alike experience in the clinic process. Included throughout the book is a case study showing the lean transformation undertaken at the Orthopedic Center at Children s Hospital of Wisconsin, with numerous quotes and insights from those actually involved. This transformation resulted in patient wait times being reduced by more than 70 percent, the clinic being able to see 25 percent more patients in less space, patient satisfaction scores sometimes reaching 100 percent, and staff satisfaction scores improving by more than 25 percent.

Lean Doctors: A Bold and Practical Guide to Using Lean Principles to Transform Healthcare Systems, One Doctor at a Time

Aneesh Suneja with Carolyn Suneja

Industries

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