Segment 09: Turning MD Anderson Around Through the Aim For Excellence Program

Abstract

Ms. Sollenberger explains the Aim for Excellence Program adopted in about 1995 in response to the accrediting body for managed-care participation. This was an early program for quality control in health care: Ms. Sollenberger describes the mission and some of the people involved in setting up the program at MD Anderson. [brief pause]

Ms. Sollenberger lists the indicators the Aim For Excellence Team looked for in determining quality, using the guideline that “systems are at fault, not people.” The team worked for process improvement based on the growing idea in the industry that eliminating duplication and increasing clarity reduces chances for errors. Ms. Sollenberger observes Lean Design was incorporated into the quality movement because of this perspective.

Ms. Sollenberger describes how the Care Centers were geared to effectiveness in providing multi-disciplinary care and that this was something patients didn’t find elsewhere. She describes the changes and retraining that faculty and staff had to accept in order to move to this system (this included requirements that some staff members reapply for their jobs). She also explains how the team communicated the changes to employees, noting that a “matrixed environment” makes it difficult for some individuals to function. After a couple of years, the institution’s margins improved, with the best profits coming from international business. Her team set up an international office to cultivate this business.

Ms. Sollenberger lists the people who led MD Anderson’s turnaround after a financial crisis. She also talks about what would have happened if the institution had failed.