Deming and Baldrige, Nerd and Cowboy by Tom Scaletta, M.D.
Monday, September 28, 2009
Tom Scaletta, M.D.In the 1950s, a decade before the specialty of emergency medicine was conceived, the U.S. was basking in post-WWII economic prosperity while, on the other side of the globe, Japan was methodically rebuilding its financial state. Japanese leaders recruited Dr. W. Edwards Deming, an American quality control guru to accelerate their efforts.
Using Deming’s tactic of continuous quality measurement and improvement, Toyota learned to eliminate one defect after the other and soon began creating near-perfect products. As word got out, Ford customers started demanding models with Japanese transmissions because they ran more smoothly and dependably. To honor Deming’s role in their country’s turnaround, Japan created The Deming Prize, for outstanding achievement in performance improvement.

The Nerd That Helped Rebuild Japan
That was the nerd and here comes the cowboy.
The Malcolm Baldrige National Quality Award was named after a successful businessman and professional team roper on the rodeo circuit. Malcolm’s crony, Ronald Reagan, appointed him Secretary of Commerce and they developing the Business Excellence model to challenge Japan. In 1987, Malcolm died in a rodeo accident and an award in his memory was signed into Public Law. The Baldrige Award, administered by the National Institute of Sciences and Technology, has seven areas of attention required to achieve Business Excellence. These are leadership, planning, customers, measurement, workforce, processes, and, of course, results, which are contrasted to those of competitors.
The Ritz-Carlton is the sole two-time recipient of the Baldrige Award and competes against nearly 10 other luxury hotel chains. The company encourages advancement through professional development of front-line staff. In fact, former company President Horst Schulze, responsible for the $2 billion Ritz-Carlton worldwide operation, began as a waiter’s apprentice.
Emergency medicine today, as described in the 2006 IOM report, Hospital Based Emergency Care: At the Breaking Point, is analogous to pre-Deming Japan. We need our nerds to dissect processes and seek opportunities to reduce defects and measure improvement. We also need our toughest cowboys to embrace business excellence.
Indoctrinating Toyota precision and Ritz satisfaction into emergency medicine necessitates a paradigm shift. We must envision patients as customers and really listen to their concerns and build their trust and loyalty. We need to scrutinize every step from patient arrival through departure as a series of complex production line processes and seek opportunity for improvements through measurement, collaboration, modification, and re-measurement. And, emergency medicine leaders need to use business excellence tactics to inspire their staff and spark a competitive drive toward best practice goals and center of excellence recognition.

Disclaimer: I am president of Emergency Excellence, a company that
has developed business excellence services for emergency medicine.
Efficiency,
Scaletta in
ED Administration,
ED Operations 

Reader Comments (6)
I still have a problem with regarding patients as "customers." I have no problem with improving processes or seeking improvement, but patients will always be patients in my book, not customers. In business, an old adage is "the customer is always right." In medicine, there are many, many, many instances where the patient is not always right.
If a "customer" goes in to see his accountant and the accountant tells him that item X is not deductible, does the accountant cave and declare it as such in the name of "customer service?" Not likely.
US Adage - "The squeaky wheel gets greased."
Japanese Adage - "The highest nail gets whacked."
Being customer focused does not mean greasing every squeaky wheel or knocking everyone speaking up. It means making a valiant effort to understand the expectations of reasonable laypeople and then meeting (and ideally exceeding) them.
Practicing excellent emergency medicine is always more important than being perceived as practicing excellent emergency medicine. The real challenge we face is striving for both ... though the ROI is enormous.
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