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Service From The Heart - Back to Basic 24 June 2010
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
Work Experience Chief Executive Officer  Alexandra Hospital / Khoo Teck Puat Hospital  (2000 till to-date) Pharmacist, SGH  (1978 –  1984) Director of Pharmacy & Materials Management, NUH (1985 – 1989) Operations Manager, KKH  (1989 – 1991)  Chief Operating Officer, SGH  (1991 – 1992) Chief Executive Officer, TPH/CGH  (1992 - 1999)
Other Appointment – Service & Quality Council Member, Institute of Service Excellence at SMU (ISES) Governing Council  Singapore Management University Member, People Developer Council  (2000 – 2002)   Member, Standards Council, SPRING Singapore  (2001 – 2007) Member, Lifelong Learning Endowment Fund Advisory Council, Ministry of Manpower  (2006 – 2009) Member, Incentives & Grants Committee, Singapore Workforce Development  Agency (2006 – 2009) Member, Singapore Tourism Board (2004-2007)
[object Object],[object Object],[object Object],[object Object],1970s
Singapore General Hospital National University Hospital ,[object Object],[object Object],[object Object],[object Object],[object Object],1980s
Kandang Kerbau Hospital Toa Payoh Hospital Changi General Hospital ,[object Object],[object Object],[object Object],[object Object],[object Object],1990s
In Pursue of Service Excellence  Alexandra Hospital  2000 - 2010
[object Object],[object Object],[object Object],[object Object],A Brief History of AH
Before Restructuring (2000)
Before Restructuring : Our Reputation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
AH Culture 2000 ,[object Object],[object Object],[object Object],[object Object]
First get the right people on the bus (and the wrong people off the bus) and then figure out where to go.
[object Object],[object Object],[object Object],Leadership Team
[object Object],[object Object],[object Object],Role of Leader Vision is nothing without execution
[object Object],[object Object],[object Object],Visualisation
The Bureaucrat’s Approach Prove to me that you are dying then I will give you what you need to barely stay alive because we didn’t want you to develop a dependency mindset. We don’t really have to do this for you, you know? You would better appreciate it.
We are ladies and gentlemen serving ladies and gentlemen
Setting The Tone From The Top  Our Priority  Our patients are the most important people in this hospital.  We put the well-being, interests and convenience of our patients before our own in everything that we do. No reserve car parks for bosses
The Desired AH Culture Post 2000 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Culture eats strategy for lunch everyday”
Caring For Our Patients   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Alexandra Hospital Post 2000
Patients’ Definition of A Good Hospital ,[object Object],[object Object],[object Object],[object Object],[object Object]
Bringing Services To Patients
Diabetes Centre   Health for Life Centre   Dental Ophthalmology & Visual Sciences    ENT   Cardiology Endoscopy Centre   General Medicine   Orthopaedic Surgery
Geriatric Medicine   General Surgery      Sports Medicine 1.5T MRI 64 Slice CT Scan  Interventional Radiology Suite
[object Object],[object Object],[object Object],Organisational Philosophy
[object Object],Quality
[object Object],[object Object],[object Object],[object Object],[object Object],Benchmarking Kameda Medical Center, Japan Mayo Clinic, Rochester,  USA Aravind Eye Hospital, India
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benchmarking
“ Learning from the Best”  Raffles Hotel National Library Board Singapore Telecoms General Electric Ritz Carlton Hotel Bernard Harrison & Friends Glaxo SmithKline Agilent Technologies Victoria Junior College Ikea Chris Lowney Singapore Prisons
People Participation Programmes -Quality Circles -Staff Suggestion  Scheme -Support Group Organisational Management Systems (Tools & Initiatives) FOUNDATION INTERMEDIATE 6 Sigma Programme Balanced Scorecard Toyota Production System Management & Planning  -Strategic Planning -Leadership Development  Programme  ,[object Object],[object Object],[object Object],[object Object],Innovation & Creativity  Programmes -WOW @ AH -Fun @ AH -Kaizens/CPIP ,[object Object],[object Object],Continuing  Business  Excellence  Voice of Customer Process Mapping Customer Feedback  System Process Measurement 5S House-keeping ISO 9001:2000 Integrated QEMS ISO 9001/ISO 14001 Singapore Quality Class People Developer Standards ISO 14001  JCI Singapore Quality Award ADVANCED
Continuous Quality Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Quality Circle (QC)
Toyota Production System ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Better, Faster, Cheaper & Safer Diagnose, Treat, Advise Customer’s Needs :
1. Define 2. Measure 3. Analyse 4. Improve 5. Control Six Sigma Process Design/Re-Design
Grab a bite!  Paging Service  Home Sweet Home Pre-Appointment Reminder via SMS/Letter Appointment Day Registration Blood Test Consultation Post Consult Services Appointment & Payment Pharmacy “ WOW @ Specialist Outpatient Clinic ” Preparing you for Hospital Admission  Height & Weight Chaperon Your experience starts here   Waiting for Consultation Meal Voucher
Simplicity ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Measurement (What you cannot measure, you cannot manage)
[object Object],[object Object],[object Object],Service Indicators Clinical Indicators ,[object Object],[object Object],[object Object]
Balanced Scorecard Financial Internal  Process Learning and Growth Customer MISSION AND STRATEGY OUTCOMES DRIVERS
Balanced Scorecard Charts
Paradox of Measurement It is important to measure. But the most important cannot be measured.
会认人  会用人  会做人 Talent Building Recognise talent Deploy talent - - - - - -
[object Object],[object Object],[object Object],[object Object],Making The World Go Round
Recruitment ,[object Object],[object Object],[object Object],Michael Schumacher
[object Object],[object Object],Human Resource Management Wanted : Happy, positive people
Career Sweet Spot Talent Value to Others Passion Thinking style : Visual, auditory or kinesthetic
The High Performance Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CANNOT STAND ONE ANOTHER
Staff Training
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-Habits of Highly Effective People
Jesuits’ Leadership ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Built To Last
[object Object],[object Object],[object Object],[object Object],[object Object],Power of “And”
A Bias For Action “ Take small steps in rapid succession.”  - Mr Khaw Boon Wan  Minister for Health   Think, think, do, think, do, think, do …..  (not paralysis through analysis) Fast, temperamental horses, not slow docile mule
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Execution Is Everything Ideas (including those from CEOs) are a dime a dozen.  Ability to execute, making the idea work is worth millions. ~ Mr Koh Boon Hwee  Chairman, DBS
Rewards   The capable gets more responsibility but also more authority, freedom and rewards. Equality is unfair.
[object Object],[object Object],[object Object],Human Resource Management Staff Turnover Management
“ Vitality Curve” “ Top 20” “ Bottom 10” “ The Vital 70” General Electric
[object Object],[object Object],Recognition & Celebration
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Communication Every time we fail to be the best that we can be, we hurt our patients and waste their money, sometimes we kill them.
[object Object],[object Object],[object Object],[object Object],[object Object],Customer Feedback “ If your failure rate is one in a million, what do you tell that one customer?”  - IBM
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Staff Feedback
[object Object],[object Object],[object Object],Staff Meeting with CEO
Results ,[object Object]
The New Millennium ,[object Object]
Running Faster and Going Nowhere
“ Only the paranoid survive.”     - Andrew S Grove
“ Only the paranoid survive.”     - Andrew S Grove Business goes on  to new heights Business Declines Inflection Point The Strategic Inflection Curve The Next S Curve
AH Khoo Teck Puat Hospital
[object Object],[object Object],[object Object],[object Object],[object Object],“ Hassle-Free Hospital”
Do to healthcare what NLB has done for library Transforming Healthcare
Trailblazing Hospital of The Future Touching Lives, Pioneering Care, Making A Difference -  Dr   James Low, Head, Geriatric Medicine
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Patient Centric
[object Object],[object Object],[object Object],[object Object],Technology As An Enabler
[object Object],[object Object],High Touch
[object Object],[object Object],[object Object],[object Object],Healing Environment
Finding The New Breakthrough Learn from everyone Follow no one Look for pattern Work like hell
El Camino Hospital Sutter Health  Sacramento Latter-Day Saints (LDS) Hospital
Make Visual the Patient Process Flow Designing The Patient Flow
Focal Group Discussion
Engaging URA, PUB, NParks, LTA and Sembawang Town Council in developing Yishun Pond and integrating with Yishun Park
Khoo Teck Puat Hospital Subsidized Ward Tower Private Ward Tower Medical Centre  Entry & Lobby A&E
 
 
 
Fast Medicine Slow Medicine Cruise Medicine  (Assembly Line)
Design Thinking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion
Selling a product  ≠   Addressing customer’s needs Eg.  Seller    : Selling a T-shirt Customer : Buying a “cool” image
All about the customers not us
There is no secret recipe
Service Is More Than Just A Smile ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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Spring singapore service from the heart - back to basic (24 jun '10)

  • 1. Service From The Heart - Back to Basic 24 June 2010
  • 2.
  • 3. Work Experience Chief Executive Officer Alexandra Hospital / Khoo Teck Puat Hospital (2000 till to-date) Pharmacist, SGH (1978 – 1984) Director of Pharmacy & Materials Management, NUH (1985 – 1989) Operations Manager, KKH (1989 – 1991) Chief Operating Officer, SGH (1991 – 1992) Chief Executive Officer, TPH/CGH (1992 - 1999)
  • 4. Other Appointment – Service & Quality Council Member, Institute of Service Excellence at SMU (ISES) Governing Council Singapore Management University Member, People Developer Council (2000 – 2002) Member, Standards Council, SPRING Singapore (2001 – 2007) Member, Lifelong Learning Endowment Fund Advisory Council, Ministry of Manpower (2006 – 2009) Member, Incentives & Grants Committee, Singapore Workforce Development Agency (2006 – 2009) Member, Singapore Tourism Board (2004-2007)
  • 5.
  • 6.
  • 7.
  • 8. In Pursue of Service Excellence Alexandra Hospital 2000 - 2010
  • 9.
  • 11.
  • 12.
  • 13.
  • 14. First get the right people on the bus (and the wrong people off the bus) and then figure out where to go.
  • 15.
  • 16.
  • 17.
  • 18. The Bureaucrat’s Approach Prove to me that you are dying then I will give you what you need to barely stay alive because we didn’t want you to develop a dependency mindset. We don’t really have to do this for you, you know? You would better appreciate it.
  • 19. We are ladies and gentlemen serving ladies and gentlemen
  • 20. Setting The Tone From The Top Our Priority Our patients are the most important people in this hospital. We put the well-being, interests and convenience of our patients before our own in everything that we do. No reserve car parks for bosses
  • 21.
  • 22.
  • 24.
  • 26. Diabetes Centre Health for Life Centre Dental Ophthalmology & Visual Sciences ENT Cardiology Endoscopy Centre General Medicine Orthopaedic Surgery
  • 27. Geriatric Medicine General Surgery Sports Medicine 1.5T MRI 64 Slice CT Scan Interventional Radiology Suite
  • 28.
  • 29.
  • 30.
  • 31.
  • 32. “ Learning from the Best” Raffles Hotel National Library Board Singapore Telecoms General Electric Ritz Carlton Hotel Bernard Harrison & Friends Glaxo SmithKline Agilent Technologies Victoria Junior College Ikea Chris Lowney Singapore Prisons
  • 33.
  • 34.
  • 35.
  • 36.
  • 37. Better, Faster, Cheaper & Safer Diagnose, Treat, Advise Customer’s Needs :
  • 38. 1. Define 2. Measure 3. Analyse 4. Improve 5. Control Six Sigma Process Design/Re-Design
  • 39. Grab a bite! Paging Service Home Sweet Home Pre-Appointment Reminder via SMS/Letter Appointment Day Registration Blood Test Consultation Post Consult Services Appointment & Payment Pharmacy “ WOW @ Specialist Outpatient Clinic ” Preparing you for Hospital Admission Height & Weight Chaperon Your experience starts here Waiting for Consultation Meal Voucher
  • 40.
  • 41.
  • 42.
  • 43. Balanced Scorecard Financial Internal Process Learning and Growth Customer MISSION AND STRATEGY OUTCOMES DRIVERS
  • 45. Paradox of Measurement It is important to measure. But the most important cannot be measured.
  • 46. 会认人 会用人 会做人 Talent Building Recognise talent Deploy talent - - - - - -
  • 47.
  • 48.
  • 49.
  • 50. Career Sweet Spot Talent Value to Others Passion Thinking style : Visual, auditory or kinesthetic
  • 51.
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58. A Bias For Action “ Take small steps in rapid succession.” - Mr Khaw Boon Wan Minister for Health Think, think, do, think, do, think, do ….. (not paralysis through analysis) Fast, temperamental horses, not slow docile mule
  • 59.
  • 60. Execution Is Everything Ideas (including those from CEOs) are a dime a dozen. Ability to execute, making the idea work is worth millions. ~ Mr Koh Boon Hwee Chairman, DBS
  • 61.
  • 62. Rewards The capable gets more responsibility but also more authority, freedom and rewards. Equality is unfair.
  • 63.
  • 64. “ Vitality Curve” “ Top 20” “ Bottom 10” “ The Vital 70” General Electric
  • 65.
  • 66.
  • 67.
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74. Running Faster and Going Nowhere
  • 75. “ Only the paranoid survive.” - Andrew S Grove
  • 76. “ Only the paranoid survive.” - Andrew S Grove Business goes on to new heights Business Declines Inflection Point The Strategic Inflection Curve The Next S Curve
  • 77. AH Khoo Teck Puat Hospital
  • 78.
  • 79. Do to healthcare what NLB has done for library Transforming Healthcare
  • 80. Trailblazing Hospital of The Future Touching Lives, Pioneering Care, Making A Difference - Dr James Low, Head, Geriatric Medicine
  • 81.
  • 82.
  • 83.
  • 84.
  • 85. Finding The New Breakthrough Learn from everyone Follow no one Look for pattern Work like hell
  • 86. El Camino Hospital Sutter Health Sacramento Latter-Day Saints (LDS) Hospital
  • 87. Make Visual the Patient Process Flow Designing The Patient Flow
  • 89. Engaging URA, PUB, NParks, LTA and Sembawang Town Council in developing Yishun Pond and integrating with Yishun Park
  • 90.
  • 91. Khoo Teck Puat Hospital Subsidized Ward Tower Private Ward Tower Medical Centre Entry & Lobby A&E
  • 92.  
  • 93.
  • 94.  
  • 95.  
  • 96. Fast Medicine Slow Medicine Cruise Medicine (Assembly Line)
  • 97.
  • 98.
  • 100. Selling a product ≠ Addressing customer’s needs Eg. Seller : Selling a T-shirt Customer : Buying a “cool” image
  • 101. All about the customers not us
  • 102. There is no secret recipe
  • 103.