Project Presentation
Gwadys
AB102718_Ch021.pptxQuality and Performance Improvement in Healthcare: Theory, Practice, and Management Seventh Edition
Chapter 2
Defining a Performance Improvement Model
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Objectives
Model the cyclical nature of performance improvement activities
Define terminology and standards common to performance improvement activities
Distinguish between organization-wide performance improvement activities and team-based performance improvement activities
Apply the organization-wide performance improvement cycle
Use the team-based performance improvement cycle
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Performance Improvement Terminology
QA—Quality assurance
TQM—Total quality management
QI—Quality improvement
CQI—Continuous quality improvement
QM—Quality management
PI—Performance improvement
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Deming’s PDCA Cycle
Source: Vietze, J. 2013 (June). “PDCA_Process.png.” Digital Image. Wikimedia Commons. https://upload.wikimedia.org/wikipedia/commons/a/a8/PDCA_Process.png.
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This PDCA cycle has been modified over the years to become the plan, do, study, act (PDSA) cycle where “check” has been replaced with “study.”
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Performance Improvement as a Cyclical Process
Organization-wide performance improvement process
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Team-Based Performance Improvement Process
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Performance Improvement Model
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Monitoring Performance Through Data Collection
Performance measure: A quantitative tool that provides an indication of an organization’s performance in relation to a specified process or outcome
Rate
Ratio
Index
Percentage
Benchmarking: Comparing your organization’s performance to that of similar organizations
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Performance Measure
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Performance Measure Example
Number of patient records with appropriate documentation
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Number of patient records reviewed
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10
Benchmark Example
Community Hospital of the West employee turnover rate
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Community Hospital of the West Performance Improvement Model
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12
Systems Thinking
Viewing an organization as an open system of interdependencies and connectedness rather than a collection of individual parts and professional enclaves
Sees interrelatedness as a whole and looks for patterns rather than snapshots of organizational activities and processes
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Systems Analysis Tools
Modeling and simulation
Queuing methods
Discrete-event simulation
Enterprise management
Supply-chain management
Game theory and contracts
Systems dynamic models
Productivity measuring and monitoring
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Systems Analysis Tools (continued)
Financial engineering and risk management
Return on investment
Reduce risk
Increase efficiency
Knowledge discovery
Data mining
Predictive modeling
Neural networks
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Systems Control Tools
Statistical process control
Illustrates whether a process is stable or unstable
Scheduling
Ensuring the right resources are in place at the right time
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Performance Improvement Frameworks
Six Sigma
Lean
Lean Six Sigma
High reliability organizations (HROs)
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Six Sigma
Uses statistics for measuring variation in a process with the intent of producing error-free results
Refers to the standard deviation used in descriptive statistics to determine how much an event or observation varies from the estimated average of the population sample
Measure indicates no more than 3.4 errors per million encounters
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Lean
Streamline processes in:
Overproduction
Wasting time
Waste of stock on hand
Waste of movement
Waste of defective
Waste in transportation
Waste in processing
Adoption in healthcare
Attention to the customer (patient-centered care) and their perspective
Reduce unnecessary waste
Uses root-cause analysis
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Lean Six Sigma
Combination of Lean and Six Sigma
Elimination of waste from Lean
Improving accuracy from Six Sigma
Creates processes that have both speed and accuracy
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High Reliability Organizations
Learning to manage the unexpected
Mistakes and errors occur because of employees’ mindlessness and distraction
Mindlessness and distraction occur when employees are hurried or overloaded.
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