In the coming year, SQM will strive to
train all employees within the Group
with the third phase of SQC deployment
as well as the third phase of content
development for the Group's Standard
People Practice ("SPP") training manual.
The division also plans to introduce a
digital copy of the SPP manual for easy
reference for all staff. Additionally, SPP
audits will be introduced to ensure that
all staff practice the SPP in their service
transactions according to the manual,
as well as to monitor the effectiveness
of the SPP training and the SQC
coaching.
Following a conflict resolution workshop
for all senior management of our
hospitals held in 2015, SQM also plans
to conduct more workshops on service
culture in 2016.
Collectively, these efforts aim to
reinforce a high level of service among
a l l ou r s t a f f t o enhance KP J ’ s
competitiveness and sustain the trust
from the community which we have
gained over the years.
PUTTING PERFORMANCE
TO THE FORE
In an effort to further enhance our
strong culture and history of performance
and accountability, KPJ and the SQM
division have incorporated the Customer
Service Indexing ("CSI") system, which
not only achieves unified quantitative
benchmarking from external customers
and patients, but also includes
mechanisms to measure the satisfaction
of services delivered by support
departments to internal customers.
The CSI system enables KPJ to measure
the quality of the service output of each
department at every hospital, aiding in
the annual performance appraisals of all
employees. With the online survey,
hospitals are able to generate their
results faster and more accurately.
In addition to bolstering the people and
processes which make up key areas of
the service experience, the SQM division
also updated the Service Environment
Auditing ("SEA") system to include more
items and to emphasise the importance
of physical facilities on the service
experience. The SEA allows for the
physical assessment of common service
a r eas and t he i den t i f i ca t i on o f
opportunities for improvement.
INFUSING INNOVATION IN
SERVICE DELIVERY
Since 2014, KPJ Hospitals have been
required to propose 36 innovations that
enhance our various services provided
to better serve our customers. The SQM
division has developed a reporting
system for the proposals to be
systematically documented and reported
f o r f u r t he r imp l emen t a t i on and
knowledge-sharing. Under the exercise,
nine categories of innovation were
identified to classify the close to 1,000
innovations submitted by the KPJ group
of hospitals.
The categories comprise inpatient safety
and security; patient loyalty programme;
patient communication and education;
new patient service; patient event;
community service; environmental
enhancement; and internal process. The
innovations implemented vary from
minor aesthetic enhancements to broad
process re-engineering.
We are pleased to note that as a
reflection of our strong commitment
towards continuous improvement,
individuals, departments and hospitals
have embraced the change-process and
new methods. The introduction of an
online system for hospitals to submit
their initiatives has further cultivated the
culture of innovation and encouraged
broader adoption of innovations within
the KPJ Group.
Conflict Resolution Workshop conducted by Mike Wagner
155
KPJ Healthcare Berhad
Annual Report
2015
