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