Daly Excellence

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Daly Excellence

• Alida E. Merritt, R.N.
• Department Head-QI/IC/UR
• Marcus Daly Memorial Hospital

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In The Beginning.

• In 2005, the Hospital Planning Committee met for
  several months to work on a Facility Master Plan
  that would address the next 3-5 years of
  development at the hospital.
• The members of that committee identified 4 key
  strategies
• Best Partner with Physicians
• Continuously Improve Quality
• Grow Patient Volumes in Selected Primary Care
  Services
• Improve Financial and Operating Performance.
• Four committees were formed and charged with
  developing implementation plans for the
  strategies.

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Continuously Improve Quality Committee

• Compliance with CMS requirements that relate to
  AMI, Heart Failure, Pneumonia and SCIP
• Patient Safety Culture Survey
• Utilize Marketing Department to promote quality
  issues
• Create a Culture of Excellence

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Culture of Excellence

• We contracted with Baptist Leadership Institute
  to guide us through the process of creating a
  culture of excellence
• Cultural Excellence Inventory was done by 75 of
  hospital employees to identify strengths and
  opportunities for improvement

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Overall Strengths

• Patient care focus good staff
• Family atmosphere/small town feel
• Community oriented
• Pockets of great service/high patient
  satisfaction
• Leaders commitment to moving forward
• Employee/manager relations
• Board of Directors support
• Technology investments/brick and mortar
• Improvements made in communication and teamwork

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Overall Opportunities

• Recognition
• Empowerment and involvement of staff
• Learning and staff development
• Some resistance to change
• Senior leader communication, visibility and
  accessibility
• Service excellence practices (rounding, service
  recovery, standards, scripting)
• Leadership development
• Sharing of vision for the future clarity
• Accountability
• Physician Relations
• Communication

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Our Journey to Excellence

• Name our journey Daly Excellence
• Senior Management selected team leaders (2 per
  team)
• Form 5 teams (12 members each) Football Draft
• Reward and Recognition
• Standards
• Leadership
• Cultivating Customer Loyalty
• Physician Support
• Team members (50) met to review/revise the
  Hospitals Mission and Vision Statements
• The teams then developed their own mission
  statements and started on their first 90 Day Plan
  (tailored to each team)

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Our Journey to Excellence (cont.)

• First Impressions/Moments of Truth
• Leadership Rollout with introduction to Reward
  and Recognitions Spot It, Jot It
• Standards of Excellence Cruise
• Service Recovery Rollout with Take ACTion
• All employees have been taught the steps to
  resolve customer complaints

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What is Service Recovery?

• The process of making things right after
  something has gone wrong

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Purpose of Service Recovery

• To identify and correct customer service
  opportunities on an ongoing basis.
• To identify and correct problems before a
  customer encounters them.
• To improve service before a patient is
  discharged.
• To provide guidelines to employees who utilize
  the Service Recovery Program for resolution of
  problems to improve customer satisfaction.

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What is ACT?

• The steps taken when service recovery is
  necessary
• A Acknowledge the problem and Apologize to the
  customer
• C Correct the problem
• T Thank the customer for bringing this to your
  attention and Track/Trend the service recovery
  situation on the designated form.

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Service Recovery Policy

• All employees of Marcus Daly share in the
  responsibility of acting on a customer complaint
  or concern. When one is identified, ACT will be
  implemented.

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Service Recovery Procedure

• When a customer voices a complaint or concern,
  the employee will immediately acknowledge the
  problem or inconvenience experienced.
• If you hear it, you own it, and implement ACT.

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Procedure (continued)

• 2. The employee then offers a sincere blameless
  apology, and takes action to correct the problem.
• This lets the customer know that you take their
  concern seriously and that you genuinely want to
  make things right.
• It is important that when the customer leaves,
  they are talking about the service recovery, not
  the failure that caused them to need service
  recovery.

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Examples of a blameless apology

• I apologize that we did not meet your
  expectations.
• I am sorry that this happened.
• I am sorry for the inconvenience. Let me fix
  that.
• Let me see what I can do for you.
• How may I make this better for you?

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Examples of a blameless apology

• Let me research this and I will follow up with
  you in (specific time).
• I see your point. This is how I can help.
• You are right/correct. Let me help you.
• This is not my expertise, but I can assist you/I
  can find someone to assist you.
• I can assist you with solving your concern.

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Examples of what NOT to say

• Im sorry Mrs. Smith, but the Kitchen sent the
  wrong tray
• Im sorry for the delay, but weve been slammed
• Im sorry, but thats not our job. Youre going
  to need to speak to someone in the Business
  Office about that
• I know its a pain and Im sorry, but because of
  our new computer system, you have to sign this
  paperwork every time you come in.

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Procedure (continued)

• 3. It is important to match the recovery effort
  to the service failure and the customer.
• The bigger the problem, the better the service
  recovery needs to be.

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Consider the following questions when determining
what type of service recovery is indicated

• Did the failure cause the customer any
  embarrassment or humiliation?
• Did the failure waste a large amount of the
  customers time?
• Did the failure cause the customer any financial
  loss?
• How angry is the customer about the service
  failure?
• Will it cost the customer extra time or money to
  make up for the mistake?

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Mild Service Recovery Situations
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Moderate Service Recovery Situations
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Severe Service Recovery Situations
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Take ACTion

• Each time service recovery is done, employees are
  to complete a Service Recovery ACTion Form.
• These forms are located throughout the hospital
  in labeled Service Recovery Toolkits.
• Attached to the Service Recovery ACTion form is a
  blank card for the employee to write a written
  apology and send to the patient, if appropriate.

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Service Recovery Toolkits

• If the employee decides that an immediate service
  recovery gesture is indicated in addition to the
  apology, they will give the appropriate item to
  the customer, and document the necessary
  information on the ACTion Form.

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What will we do with all of the ACTion forms?

• The Cultivating Customer Loyalty Team is
  responsible for tracking and trending the
  information from the Service Recovery ACTion
  Forms.
• They will evaluate the type of service recovery
  that was performed, and determine if more is
  appropriate.
• They will follow up with each department
  regarding the service recovery situations that
  occur.
• Service recovery situations will be utilized to
  identify opportunities for improvement, as well
  as opportunities for training and education
  hospital-wide.

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Questions?