As a winner of the 2011 Malcolm Baldrige National Quality Award, patient satisfaction is important to the Henry Ford Health System, a not-for-profi t corporation founded in 1915 by auto pioneer Henry Ford and consisting of hospitals, medical centers and the Henry Ford Medical Group of more than 1,200 physicians practicing in over 40 specialties. This study is part of a larger look at three hospitals in the system, and how each organization uses CBA 100 Day Workouts differently to drive change and solve challenges specifi c to each location.
Wyandotte Hospital is part of the larger Henry Ford healthcare system. Its CEO had heard about the success of Westsolving Wyandotte’s challenges.
These challenges included:
Henry Ford Wyandotte Hospital engaged CBA, tapping its expertise and 15 years of ensuring continuity and sustainable work through leadership coaching that delivers improved margins while driving change and overcoming obstacles.
CBA’s 100 Day Workout structure makes progress, or its absence, instantly visible, thus demanding a corrective response from leadership when unacceptable deviations from plans occur.
Each workout included a minimum of two (mandatory) successful process changes for all managers, directors, and senior leaders, per month. This creates a sense of urgency and encourages the commitment to change to run throughout the organization while moving the hospital toward its fi nancial goals.
In all, Henry Ford Wyandotte Hospital has completed two 100-Day Workouts focused on the following high opportunity areas:
Throughout this process CBA also taught Henry Ford Wyandotte Hospital’s staff how to leverage its core programs like Rapid Cycle Testing and the resources of the CBA ToolBOX, so they could act on the information they were receiving to improve operating margin as a whole. This approach creates an experimental mind set, reducing the fear of failure, increasing speed and reducing barriers to change.
Most importantly, this introduced CBA’s EXCELeratorTM - an online accountability tool giving Henry Ford West Bloomfi eld Hospital a structure for:
Physician experience helped bring volume to the hospital by building loyalty with physicians while also increasing physician satisfaction scores in their Press Ganey Physician Engagement survey.
PI support is no longer the driver. Instead they support the leadership team with the use of tools and data gathering – a better use of their core competency.
While specifi c fi nancial metrics may not always be directly tied to patient experience or LEAP leadership training, the results can be measured in other ways, including in employee satisfaction scores and the overall margin improvements.
Plans were designed with a constant focus on implementation and accountability through coaching and mentoring for sustainable results beyond the initial engagement.
100-Day Workout 1: Physician Experience – Directors and Physician Leaders
The fi rst 100-Day Workout produced 344 completed changes – 98% of targeted results. More importantly, this workout also delivered $407,000 in savings from completed changes. That’s remarkable for a workout focused on physician engagement, not margin improvement.
| Plans Completed | 338 (96% of target!) |
| Targeted Plans | 352 |
| Savings from detailed plans | $376K |
| Completed changes | $376K (impressive!) |
| Director/manager changes | 338: 7.68per manager |
| Percent Compliance Plans Completed: | 96% |
100-Day Workout 2: LEAP Employee Engagement
For their second workout, Wyandotte wanted to ensure its leaders were focused on employee engagement and ensuring staff were satisfied.
| Plans Completed | 525 (tremendous!) |
| Targeted Plans | 352 |
| Average Plans Per Manager | 11.93 (well above average) |
| Patient Compliance Plans Quantified: | 149% |
| Plans Completed for All Workouts | 863 (in just 2 workouts!) |
| Targeted Plans | 704 |
| Average Plans Per Manager | 9.8 |
Caldwell Butler is an innovative fi rm specializing in strategic deployment of Lean-Six Sigma resulting in cost position improvement, fi nancial turnarounds, and patient throughput optimization. Caldwell Butler has assisted hundreds of clients increase productivity, maximize patient throughput, and improve patient satisfaction. Our team is exclusively dedicated to healthcare and brings extensive practical experience in hospital operations to each project. Our knowledge of the healthcare environment allows us to implement effective performance improvement programs tailored to the specifi c needs of your organization. Caldwell Butler is the trainer of choice for both the American College of Healthcare Executives and the American Society of Quality. During the past decade, Caldwell Butler has personally trained thousands of senior hospital executives in the effective healthcare application of Lean-Six Sigma.
Unlike traditional consulting fi rms, Caldwell Butler believes on-site mentoring and apprenticing are the most effective methods for achieving sustainable gains in performance. Our on-site programs empower your employees by providing them with the tools to attain new levels of performance. We offer proven techniques and methods for enhancing personal accountability, monitoring progress of initiatives and tracking your ROI on each project. Where most consulting fi rms are satisfi ed with fi nding “identifi ed savings,” Caldwell Butler works along side your team throughout implementation thus providing you with a sustainable process for managing the entire productivity improvement cycle.