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From Good to Getting Better… MEDRAD’s Baldrige Journey thus far

From Good to Getting Better… MEDRAD’s Baldrige Journey thus far. Bill Bullis, VP Sterile Disposable Manufacturing May 17, 2011. Topics. Our Unchanging Core Our 1 st Baldrige Journey Why did we apply again? Is the juice worth the squeeze?. Improving Healthcare

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From Good to Getting Better… MEDRAD’s Baldrige Journey thus far

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  1. From Good to Getting Better…MEDRAD’s Baldrige Journey thus far Bill Bullis, VP Sterile Disposable Manufacturing May 17, 2011

  2. Topics • Our Unchanging Core • Our 1st Baldrige Journey • Why did we apply again? • Is the juice worth the squeeze?

  3. Improving Healthcare Over 50 million times a year

  4. Constant adaptabilityConsistent Delivery

  5. Unchanging core: Philosophy Defines the three reasons MEDRAD exists, delivering value to customers, employees, shareholder

  6. Unchanging core: Scorecard Delivering on the Philosophy for all stakeholders

  7. Unchanging core: employees The only asset that appreciates, growing in skill, knowledge and teamwork

  8. Unchanging core: Innovation What our customers experience

  9. Our 1st Baldrige JourneyLeading up to 2003 Create The Environment • 1983 to 1991 • MEDRAD Philosophy • Quality Policy created • MEDRAD Mission • Customer SatisfactionSurvey Set High Standards • 1993 to 1995 • Hay benchmark employee survey • Baldrige Criteria used for self-assessment • ISO9001 and CE Mark certifications • Balanced Measures management tool

  10. Our 1st Baldrige JourneyLeading up to 2003 Align on the Critical Few • 1996 – 1997 • How do we do Baldrige and our day jobs, too? • 1998 – 2001 • Corporate Scorecard simplifies from 40 to 5 Measures • Aligned Incentives • “Top Box” Customer Satisfaction approach • Advisory-Board distributed leadership • Code of Conduct introduced • Mission updated based on strategic plan • 2003 MEDRAD received first its first Baldrige Award

  11. Continuous Improvement & Innovation • 2004 to 2010 • Quality Policy Updated • “Net Promoter” Customer Satisfaction benchmark begins • Great Places to Work employee survey introduced • Mission revised based on strategic plan • MEDRAD doubles revenue in 5 years again (2002-2007) Never Quit

  12. How do you know? Raise the bar

  13. How do you know? Raise the bar as high as you can

  14. How do you know? Learn from the data (Pareto root causes)

  15. Know your StrengthsWorld-class Product Delivery

  16. Know your StrengthsContinuous Improvement is in our DNA 6. Sustainimprovement over time 1. Identify the problem/ opportunity 5. Experiment/ Execute 2. Measurethe current state IMAGES proven solutions 4. Generatepotential solutions 3. Analyzethe root cause

  17. Know your StrengthsSustaining Alignment Ten Objectives Five Goals Three Stakeholders

  18. Recent Baldrige Process Insights • Recognized Agility • Delivering in tough times • Business sustainability • Balanced Scorecard • Strategic Planning Process is a role model • Plan-Do-Check-Act

  19. Why did we apply again? • The Baldrige framework is terrific • How do you knowyou are Best in Class? • Great value from getting asked the question • Benchmarking against the best • External and independent view

  20. Requirements for this Journey • CEO driven • Top leadership alignment • High performance orientation • Persistence • Trust in the framework and process, initially • Then, belief through results over time

  21. Is the Juice Worth the Squeeze?

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