Malcolm Baldrige Jr.

He is the founder of Midway USA, which will be celebrating its 50th anniversary next year.

When we come back, we'll continue our conversation about the Malcolm Baldrige Award and also some of the things that have been happening on the Midway campus and what the future looks like.

And if you're a business owner or CEO, we're going to.

Mr. Potterfield is going to share his insight into what it takes to be a successful or what a good company looks like.

not many people i ever talked to have shot prairie dogs before french so yeah okay thank

you very much i'm i you knew i was special Anyway, but that just proves it.

I want to talk a little bit about this Malcolm Baldrige Award, which, you know, we hear a lot about only because a lot of national companies have received some form of Baldrige recognition.

And so the companies that can afford to run nonstop primetime commercials, they brag about their Baldrige recognition.

So I did have a little bit of understanding of what it took.

But my excitement was to be able to utilize my skills in organizations, especially in Malcolm Baldrige, you know, quality education.

standards and Six Sigma and all of these things.

And I really thought that if I went in there, it was gonna be a mess and I was gonna fix it.

Mary Ruth, talk to me about why this quest has been important for the larger company, kind of what you feel it instills in your sites, and also then what resources you're providing to help your facilities achieve that.

It's important because it's the right thing to do, right? Quality is the right thing to do, and the Malcolm Baldrige criteria aligns with Cascadia's three pillars.

We have the clinical, we have the culture, and the financial.

And when you go through the categories and then you go through the results process items, all of those align with the things that are important to Cascadia within those pillars.

We can look at every single facility throughout Cascadia's data, and when our falls are high, we can go into a sister facility and see that their falls are low, are better than ours, and we can reach side to side and ask them, "What are you doing in a building with such high acuity and you have such a low fall rate?" And then we start sharing those best practices, and we start, like, evaluating and revising what they're doing in their building to make it fit our building.

And then everybody just kind of gets pulled into that whole quality focus.

So we do have six Gold awards, and we do have one center that is a two-time recipient that is also the only skilled nursing facility to be recognized as a Malcolm Baldrige quality recipient.

And so that's pretty exciting for everyone to see that.

And so that's where being able to have access to all the data, but really be able to generate the information and insight and the actionable what to do next is the most important part.

So let's make that flip, right? There's a lot of carriers out there that think that checking those boxes and documenting all those things and going into the HR, making sure those files are perfect, right? And they're good, right? it feels a lot like the Malcolm Baldrige award and, and TQM and all that, you know, total quality management where you, you know, they're like, you go out of business cause you're documenting how good you are.

Right.

Is that, is that kind of what we're talking about here, man? Like, like document.