Testimonials from Health Care
Don't just take it from us. Here's what health care leaders say:
"[Baldrige] isn't just about improvement and measurement. It is about our core values, our culture, and—ultimately—our vision for the future. If we truly wanted to be a model for this nation's health care organizations, we had to take a long and hard look at our faults. And we had plenty. At the same time, we were achieving great success—having turned around a financially ailing health system in one of the country's worst economic climates. So, we didn't want to slow down much of the great work that was already happening.
For those considering the Baldrige framework, I want to testify to the magnitude of the results you can achieve. It can get discouraging, but I urge you to be relentless! When we occasionally grew tired, we fired up our strategic advantage—a "Can Do" Spirit—and reminded everyone that it was the use of the Baldrige framework that had boosted our ability to deliver better care to our patients. And, in the end, that is the most important thing. Delivering better care to our patients—and having a greater and more positive impact on the lives of all of our customers."
—Nancy Schlichting, CEO, Henry Ford Health System, 2011 Baldrige Award Recipient
"Schneck first implemented the Baldrige framework four years ago to accelerate and prioritize our performance excellence journey. The Baldrige criteria and our unwavering commitment to quality, satisfaction, and continuous improvement have helped us toward our vision to be an organization of excellence, every person, every time.
—Gary Meyer, President and CEO, Schneck Medical Center, 2011 Baldrige Award Recipient
“Baldrige . . . has offered us a way to systematically evaluate our entire organization and understand the link between the hundreds of processes that make up the health care experience. . . . We've spent considerable time making improvements based on our Baldrige feedback. We've figured out how to deploy a consistent message throughout our organization. Our HR goals are now part of our strategic plan. . . . We have developed a complaint management process that is used systemwide. And we now benchmark against the highest-performing companies, whether or not they're in health care. Best of all, we've figured out how to translate our mission imperative—that is, ‘exceptional health care services’—into specific and measurable goals.”
—Sister Mary Jean Ryan, FSM, president/CEO, SSM Health Care, 2002 Award recipient