Presentation on theme: "Quality Improvement Processes"— Presentation transcript:
1 Quality Improvement Processes A Rose By Any Other Name…
2 Basic Concept Quality Improvement Processes come in many shapes and sizesgo by many different namesare marketed by many different sourcesWith a common goal…To improve and assure the safety, quality, and cost efficiency of health care
3 Today’s GoalOur goal today is to lay the groundwork for future training sessions regarding quality improvementWe will get a taste of numerous methodologies and approached to quality improvementOne size does not fit allQuality improvement is a journey taken in baby steps – not giant leaps
4 Common Quality Improvement Processes Model for ImprovementRapid Cycle Quality ImprovementPDSAHuman FactorsLean Methodology5SFailure Modes and Effects AnalysisRoot Cause Analysis
5 ExerciseLet’s make the perfect peanut butter and jelly sandwich!
6 Learning Do we all define the process in the same way? Did we assume steps without spelling them out?Did we all address the problem in the same way, or were there variations in our processes?
7 Rapid Cycle Process Improvement A process improvement approach to evaluate changeThis model allows for integration of new and existing systems.This model promotes small scale rapid cycle change over short periods of time.
8 WHAT is the PDSA Cycle?A process improvement approach to evaluate changeThis model allows for integration of new and existing systems.This model promotes small scale rapid cycle change over short periods of time.
10 The PDSA Cycle for Learning and Improvement Plan- Objective- Questions andpredictions (Why?)- Plan to carry outthe cycle(who, what, where, when)
11 What Do We Mean by Rapid Cycle Improvement? Let’s PLAN The Perfect Peanut Butter and Jelly Sandwich!!!!What do we want to improve?What change should we test?What is our anticipated outcome?Theorize
12 The PDSA Cycle for Learning and Improvement Do- Carry out the plan- Document problemsand unexpectedobservations- Begin analysisof the data
13 What Do We Mean by Rapid Cycle Improvement? Let’s DO The Perfect PB & J Sandwich!!!Put the theory into practiceMap the new planCarry out the change on a small scale or pilot basisEvaluate change with qualitative and quantitative data
14 The PDSA Cycle for Learning and Improvement Study-- Complete the analysisof the data- Compare data topredictions- Summarize whatwas learned
15 What Do We Mean by Rapid Cycle Improvement? Let’s STUDY The Perfect PB & J Sandwich!!!Evaluate and determine the degree of success.Determine what, if any, modifications are required.
16 What Do We Mean by Rapid Cycle Improvement? Let’s ACT ON The Perfect PB & J Sandwich!!!Adoptby testing on a larger scale in a new cycleAdaptbased on lessons learned from the testAbandonBy trying something different
18 Repeated Use of the Cycle Changes That Result in ImprovementAPSDDATADSPAAPSDAPSDHunches Theories Ideas31
19 PDSA Allows you to test your theory on a few patients It may take several PDSA cycles and several months to get your process manageable.That’s OK!
20 Use the PDSA Cycle for: Testing or adapting a change Implementing an improvement3. Spreading the improvements to the rest of your organization
21 PDSA Cycles Must Be: Active Quickly plan and make process changes IterativeCycle after cycleLearningTake time to study effects of your actions
22 Human FactorsHuman Factors is about how features of our tools, tasks, and work environments continually influence what we do and how we do it.
23 In Other Words…Human Factors is about how the design of things impacts how well we do any task.Design of our workplaceDesign of the tools we useDesign of processes (how we do things around here)
24 Is This the Same Old Thing? No!Human Factors is complementary to what you are already doing to improve health careHuman Factors will make your improvement efforts more efficient and effectiveThere is a Human Factors concept behind every successful improvement effort
25 Talk About Human Factors!!! Each line represents the RN’s movement from one location to another.For example, RN moves between patients 14A and 14B twice.
26 Human Factors and the Model for Improvement What are we trying to accomplish?How do we know that a change is an improvement?What changes can we make that result in an improvement?Human factors can help answer this question!ActPlanStudyDo
27 Lean Methodology It’s all about: Waste and Value Always challenging processes toProduce better outcomes for customersCreate more value with less wasted time, effort, and resourcesSpeed delivery while reducing costLay less burden on the people doing the work.
28 5S5S is a philosophy and a way of organizing and managing the workspace.The key impacts of 5S is upon workplace morale and efficiency.By ensuring everything has a place and everything is in its place then time is not wasted looking for things and it can be made immediately obvious when something is missing.The real power of this methodology is in deciding what should be kept and where and how it should be stored
29 5S Seiri Seiton Seiso Seiketsu Shitsuke Sort Set In Order Shine Standards SustainBased on Japanese words that begin with ‘S’, the 5S Philosophy focuses on effective work place organization and standardized work procedures.5S simplifies your work environment, reduces waste and non-value activity while improving quality efficiencyand safety.
30 Failure Mode AnalysisFailure Modes and Effects Analysis (FMEA) is a systematic, proactive method for evaluating a process to identify where and how it might fail, and to assess the relative impact of different failures in order to identify the parts of the process that are most in need of change.
31 Failure Mode Analysis FMEA includes review of the following: ContinuedFMEA includes review of the following:Steps in the processFailure modes (What could go wrong?)Failure causes (Why would the failure happen?)Failure effects (What would be the consequences of each failure?)
32 Root Cause AnalysisA way of looking at unexpected events and outcomes to determine all of the underlying causes of the event and recommend changes that are likely to improve them.
33 RCA Tools The 5 Whys? Appreciation Drill Downs Cause and Effect Diagrams (Fishbone Diagrams)
34 Success“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.”General Colin L. Powell
35 is a Process, not an Event Quality Improvementis a Process, not an EventAnonymous
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