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Creating a culture of performance excellence at Henry Ford Health System
Author(s) -
Hawkins Susan S.,
Glenn Rose,
Oswald Kathy,
Conway William A.
Publication year - 2012
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21469
Subject(s) - excellence , craft , operational excellence , quality management , total quality management , management , quality (philosophy) , health care , quality management system , operations management , toyota production system , business , process management , public relations , political science , engineering , management system , lean manufacturing , economics , philosophy , archaeology , epistemology , law , history
Henry Ford Health System (HFHS) of Detroit, Michigan, has earned industry‐wide recognition by engaging its leaders to align the organization's strategic objectives with Malcolm Baldrige National Quality Award criteria and craft a comprehensive program to integrate performance to drive sustainable growth. One of the largest health care systems in the United States, HFHS developed a performance management approach that backed up standards of excellence with comprehensive training and development, established a performance improvement framework that emphasized analysis and review, integrated its communications systems with a renewed focus on innovation, and fine‐tuned its performance strategy to stoke agility throughout the organization. Results included a reduction in in‐patient mortality, innovations in health care best practice, enhanced employee engagement patient satisfaction, savings of almost $10 million over four years in relation to harm‐reduction efforts, and five national performance awards, including the Malcolm Baldrige National Quality Award in 2011. © 2013 Wiley Periodicals, Inc.