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Winning the Baldrige Award: How the Henry Ford Health System Undertook a Five‐Year Improvement Process
Author(s) -
O'Reilly Gan,
Dziurman Brooke,
Sprague Jordan,
Witt Michael D.
Publication year - 2013
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.21088
Subject(s) - excellence , operational excellence , service (business) , management , health services , process (computing) , operations management , computer science , operations research , process management , business , medicine , marketing , engineering , political science , economics , population , law , environmental health , operating system
Henry Ford Health Systems (HFHS) won the 2011 Baldrige Award, a major accomplishment. This achievement resulted from a systemwide focus on minimizing and controlling medical errors, a cultural shift to stimulate innovation and creative problem solving, and service excellence at every level. The five‐year effort centered on meeting Baldrige Award criteria, typically utilized in the for‐profit setting. When applied to the nonprofit sector, HFHS managed to reduce costs, reduce medication and treatment errors, introduce multiple creative clinical programs, and launch a new Ritz Carlton‐quality, hotel‐style service.