Transcript Document
Creating a Successful Customer Service Program
James Malone
Executive Director Ambulatory Services
Kaiser Permanente
Overview
• Learn attributes of high-scoring practices
• Case study of Buenaventura Medical Group’s
Customer Service Initiative
• Kaiser Permanente Customer Service models
Ingredients for Success
• Leadership is involved in the Customer
Service effort
• Physicians and staff are held accountable
• Top performance is recognized and rewarded
• Performance criteria is related to survey
scores
• Customer service is constantly promoted
through published measurement
Buenaventura Medical Group Story
• BMG scoring poorly in Customer Service
• Good physicians and staff, but needed to
affect change in service quality
• Changes needed to be immediate
• Board/Physician/Staff Commitment required
• Consulting Firm hired to assist with strategy
Mission Statement
• In the spirit of personal caring we will raise
our customer satisfaction to a level where we
are the premier medical group is Southern
California
Primary Goals
• Make Buenaventura Medical Group
healthcare provider of choice in West Ventura
County
• Make Buenaventura Medical Group employer
of choice in West Ventura County
• Increase the CAS patient satisfaction scores
Secondary Goals
• Develop measurable expectations for
providers (create job descriptions)
• Define leadership role in achieving goals
• Empower staff to meet patient expectations
• Ensure accountability; assign consequences
for outliers
• Education and reinforcement at every level
Plan of Action
• Thank You letters to patients
• Phone calls to patients for personal follow-up
• Posters in exam rooms
• Customer service on agenda at all meetings
• Patient advocacy program at each site
• Quarterly newsletter
• Website for two way patient communication
Strategies
• Employment emphasis on people with positive
attitude and service focus
• Continuous training for physicians, managers, staff
• Physicians/Managers model correct behavior
• Team based incentive programs
• Physician Shadowing
• Monthly manager meetings to share solutions
Strategies
• Employees treated with courtesy, dignity, respect
• Recognition and team building
• Visibility/Communication from top leadership
• Service focus in new hire orientation
• Review phone communications, alleviate delays
• Create clinical teams by site
Provider Survey
Initial Baseline Provider Survey
Follow-up Provider Survey six months later
2nd Survey creates basis for the Clinical
Incentive Payments
Financial incentives
• Qualifications for Incentive Payment
• Combined scores from each member of the
Clinical Team has to be at the 50th percentile or
greater
• Clinical Survey Questions
• 10 Questions from the Clinical Survey will be
selected to form the basis of the Incentive Pool
Financial incentives
Clinical Incentive Payments
Each of the 10 questions will be assigned the
following value
$ Value Per Question Per Person
50th percentile
$5
75th percentile
$10
90th percentile
$15
Financial incentives
Clinical Incentive Bonus
Bonus $’s
If 5 or more questions are above the 75th
percentile
Additional $50 bonus per person
If 5 or more questions are above the 90th
percentile
Additional $75 bonus per person
Post Implementation Survey Results
2004
2006
Courtesy of person who took your
call
Friendliness of receptionist
50.1%
80.3%
72.5%
90.0%
Caring concern of nurses/MAs
56.3%
79.7%
Helpfulness of billing/insurance
people
Professionalism of ancillary
57.1%
85.2%
60.1%
73.9%
Your phone calls answered promptly 46.5%
61.7%
Post Implementation Survey Results
2004
2006
Willingness to listen carefully
33.3%
78.5%
Taking time to answer questions
32.2%
78.3%
Amount of time spent with you
33.0%
81.0%
Explaining things understandably
36.5%
78.5%
Instructions re: meds/follow-up
41.5%
82.8%
Thoroughness of examination
41.1%
82.1%
KP Customer Service Surveys
• Sent within short time frame following visit
• Sent in large, brightly colored envelope
• Cover letter explaining importance of member
feedback
• Follow-up phone call if survey is not returned
People Pulse Survey
• Annual survey of all KP staff
• Incentives provided at staff level and site level
for participation
• Assess employee satisfaction to improve
morale which improves customer satisfaction
• Happy staff = Better Service = Happy members
Kaiser Permanente Initiatives
Camarillo Story – Above and Beyond
Provide service that exceeds expectations
Each staff member seeks opportunities to
do that little something extra
Above and Beyond Examples
Conclusion
• Customer service must be a priority in any
health care organization
• Simple strategies can have immediate impact
on customer satisfaction
• Physicians/staff/management must be
invested in the process
• Maintaining high levels of service is an
ongoing process that must be continually
monitored