Selling Your Company s Quality Factor Tom Cesar, MPM President, Tom Cesar Management Solutions, LLC Raleigh, NC Anna Nowobilski-Vasilios, PharmD, MBA, FASHP, CNSC, BCNSP Principal, Anovation, Care Management Innovation Chicago, IL CE Credit in Four Easy Steps! 1. Scan your badge as you enter each session. 2. Carry your Evaluation Packet to every session so you can add session evaluation forms to it. 3. Track your hours on the Statement of Session Attendance Form as you go. 4. At your last session, total the hours and sign both pages of your Statement of Session Attendance Form. Keep the PINK copy for your records. Put the YELLOW and WHITE copies in your CE Envelope. Make sure an Evaluation Form is in your CE Envelope for each session you attended. Miss one? Extras are in a file near Registration. Fill out the information on the outside of the CE Packet envelope, seal it, and drop it in the box near Registration. Applying for Pharmacy CPE? If you have not yet registered for an NABP e-profile ID, please visit www.mycpemonitor.net to do so before submitting your packet. You must enter your NABP e-profile ID in order to receive CE credit this year! 1/13/2013 2of 50 Speaker Disclosures Consultant status Tom Cesar is principal owner of Tom Cesar, Management Solutions, LLC. The conflict of interest was resolved by peer review of slide content. Anna Nowobilski-Vasilios is Principal at Anovation, Inc., a healthcare consulting firm supporting the home infusion, specialty pharmacy, and ambulatory care industries. Conflict of interest was resolved by peer review of slide content. Financial Relationships Tom Cesar and his spouse do not have financial relationships with products or services presented within this educational presentation. Anna Nowobilski-Vasilios is a contracted surveyor for the Accreditation Commission for Health Care (ACHC). She and her spouse do not have other financial relationships with the products or services presented within this educational presentation. Off-label/investigational drug or product usage Clinical trials and off-label/investigational uses will not be discussed during this presentation. 1/13/2013 3of 50 1
Objectives Explain the concept of continuous quality improvement as it applies to an alternate site infusion business Describe the role of a sales professional in a quality improvement program. List the considerations when reporting quality program results outside of the organization. 1/13/2013 4of 50 The Quality Factor The future of a health care provider s success with the government, private payers and patients will depend upon delivering quality patient-centered care in a cost-effective way! It will be necessary for your alternate site infusion business to prove you meet these expectations 1/13/2013 5of 50 The Quality Factor Can your company produce data demonstrating that you are improving quality of patient care in a more cost effective way 1/13/2013 6of 50 2
Challenges Defining metrics that accurately represent the care delivered Fear of results Lack of resources Reluctance of sharing data with customers 1/13/2013 7of 50 Benefits Improved business performance and clinical outcomes for patients. Data-driven reports Enhanced value-based relationships with customers=customer satisfaction Differentiation with competitors 1/13/2013 8of 50 External Customers Patients Physicians Infectious Disease Gastroenterology Neurology Oncology ED MDs Payors, Home Health Agencies, Discharge Planners 1/13/2013 9of 50 3
Internal Customers Management Receptionist Intake Staff Reimbursement Staff Sales Staff Nurses Pharmacists Technicians Dietitians Delivery Staff 1/13/2013 10 of 50 Quality - It s important to them 1/13/2013 11 of 50 Quality - It s Important to them 1/13/2013 12 of 50 4
Quality it s important to them 1/13/2013 13 of 50 Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of alternatives. William A. Foster 1/13/2013 14 of 50 The Quality Factor Quality is - Essential to success Quality is - Total commitment Quality is - Hard work Quality is - My responsibility Quality is - Hard work 1/13/2013 15 of 50 5
Quality Improvement Federal/State Licensure Accreditation ISO 9000 Toyota Lean System Six Sigma Project Management Malcolm Baldrige The Balanced Scorecard 1/13/2013 16 of 50 Licensure & Accreditation Business Practices Organization & Operations Human Resource Management Fiscal Management Performance Improvement Care Practices Patient Record Management Program Services: Pharmacy, Nursing Risk Management: Infection & Safety Control 1/13/2013 17 of 50 Quality Management System A set of coordinated activities designed to direct and control an organization to continually improve the effectiveness and efficiency of its performance. 1/13/2013 18 of 50 6
ISO 9000 1/13/2013 19 of 50 Quality Management Principals Customer Focus Leadership Involvement of People Process Approach Systems Approach to Management Continual Improvement Factual Approach to Decision Making 1/13/2013 20 of 50 Malcolm Baldrige Framework 1/13/2013 21 of 50 7
Leadership How do leaders create a culture for customer focus, learning and innovation? How do leaders focus on action to achieve objectives, improve performance and attain your vision? How do leaders communicate and engage the entire workforce? 1/13/2013 22 of 50 Strategic Planning How does your company conduct strategic planning? What are the process steps? How do you determine core competencies? How do you determine strategic challenge and advantages? How do you collect and analyze relevant data planning? 1/13/2013 23 of 50 Customer Focus How do you determine your customers key support requirements? How do you build and manage relationships with customers? How do you listen to customers? How do you determine customer satisfaction and engagement? 1/13/2013 24 of 50 8
Measurement Analysis How does your company measure, analyze and improve its performance through the use of data at all levels How do you select, collect, align and integrate data and information for tracking daily operations and progress with strategic objectives? 1/13/2013 25 of 50 Measurement Analysis How do you ensure the following properties of your organizational data information and knowledge Accuracy Integrity and Reliability Timeliness 1/13/2013 26 of 50 Workforce Focus How do you determine the key factors that affect workforce satisfaction? Describe how members of your workforce, including leaders, are developed to achieve high performance. How do you evaluate the effectiveness and efficiency of your learning and development systems? 1/13/2013 27 of 50 9
Process Management Describe how your organization designs its work systems and determines its key processes to deliver customer value, prepare for emergencies and achieve success and sustainability? How do your systems and processes capitalize on your core competencies? 1/13/2013 28 of 50 Process Management How do you incorporate cycle time, productivity, cost control and other efficiency and effectiveness factors into the design of these processes? What are your key performance indicators and in-process measures used for the control and improvement of your work processes? 1/13/2013 29 of 50 Results This category examines your organization s performance and improvement in all of the above key areas. What are the actual outcomes of each category. Performance levels are examined relative to competitors in each market segment. 1/13/2013 30 of 50 10
The Balanced Scorecard 1/13/2013 31 of 50 Customer Focus The Value Proposition Customer Intimacy Products and Services Operational Excellence 1/13/2013 32 of 50 Customer Focus The Value Proposition Benefits to Targeted Customers Differentiation in the Eyes of your Customer Resonating Focus 1/13/2013 33 of 50 11
Customer Focus Engagement How does your company listen to the Voice of the Customer? (VOC) How do you use information to identify opportunities for innovation? How do you build a customer-focused culture? 1/13/2013 34 of 50 Customer Focus VOC Practices Focus groups of key customers Training of employees in customer listening to collect concerns Close monitoring of factors of meeting customer requirements. Methods to listen and learn are evaluated and improved over cycles. 1/13/2013 35 of 50 Customer Focus VOC Practices Use of critical incidents in support performance or quality to understand key problems from the view of the customer. Interviewing lost customers to determine why they left. 1/13/2013 36 of 50 12
Sales Professional Role Quality Improvement: Sales professionals are typically closest to the referral sources and should know the VOC and their requirements. The information you gain is vital to the organization for identifying specific needs of customers. What you bring to your company can be a catalyst for continuous improvement and inspiration for having a culture of quality. 1/13/2013 37 of 50 Dash Boarding Identify quality measures important to external customers Communicate VOC to internal team Integrate within your existing PI process Drive internal quality with benchmarking and visuals Communicate quality to external customers 1/13/2013 38 of 50 Dash Boarding Hospital Measures of Concern CMS any cause 30-day readmission rates Current: HF, AMI, Pneumonia CMS healthcare-associated infections Current: CVC Infections (+NPSG) CMS patient satisfaction (HCAHPS) Responsiveness Medication education (+NPSG) Discharge information (+NPSG) Willingness to recommend Linking quality to payment Outsourcing Pharmacy Compounding Internal PI Program Measures Readmission Rates Catheter Event Rates Infection Rates Patient Satisfaction CSP Quality Measures Linking quality to payment Hospitals YES! Home Care -??? Sources: (1) CMS Measures of Readmissions, Complications, and Death, medicare.gov; (2) TJC 2013 Home Care National Patient Safety Goals. 1/13/2013 39 of 50 13
Case Study ABC HomeCare You re a sales rep for an IL HIT provider Accredited for RX, RN, HME services Your top hospital referral source concerns are: 30-day re-hospitalization rates Catheter Infections Patient satisfaction Adherence to USP <797> Delivery timeframes You bring these findings to your PI Committee 1/13/2013 40 of 50 Select Hospital Measures Select Hospital Measure Rate of 30-day readmission for Heart Failure Patients Rate of 30-day readmission for Pneumonia Patients Blood infection from a catheter in a large vein Patients who would recommend the hospital. ILLINOIS Hospital Average NATIONAL Hospital Average N/A 24.7% N/A 18.5% N/A 0.358/1000 patient discharges 68% 70% Source: (1) Hospital Compare at medicare.gov 1/13/2013 41 of 50 Readmission Measures 1/13/2013 42 of 50 14
CVC Infections 1/13/2013 43 of 50 Satisfaction Benchmark % that would recommend ABC HomeCare 1/13/2013 44 of 50 Operations 1/13/2013 45 of 50 15
ABC HomeCare 2012 Quality Scoreboard Accredited Services IVRx IVRN HME Therapeutic Offerings AB PN EN IGG CTX PM INO FCT RT DME Clinical Outcomes Satisfaction* * % who would recommend services Operations Benchmark 1/13/2013 46 of 50 There Can Be No Improvements Where There Are No Standards. Kaizen: The Key To Japan s Competitive Success By Imai Msaaki 1/13/2013 47 of 50 Resources Insight to Performance Excellence-2009/10 By Mark L. Blazey Balancedscorecard.org American National Standard, Quality Management Systems Fundamentals ASQ Dreamstime.com & Bing Images Criteria for Performance Excellence, Baldrige Performance Excellence Program 1/13/2013 48 of 50 16
Tom Cesar E-Mail: tcesar@tcmanagmentsolutions.com Web: www.tcmanagmentsolutions.com Telephone: 919-539-5713 1/13/2013 49 of 50 Anna Nowobilski-Vasilios E-Mail: annanv@anovation.us Web: www.anovation.us Telephone: 312-608-1495 1/13/2013 50 of 50 17