model for improvement and tests of change
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Model for Improvement and Tests of Change. Denise Remus, PhD, RN Improvement Advisor, Cynosure Health / HRET HEN. Drive Improvement Faster. Science of improvement Accountability Structure change Document progress Be fearless. - PowerPoint PPT PresentationTRANSCRIPT
Model for Improvement and Tests of Change
Denise Remus, PhD, RNImprovement Advisor, Cynosure Health / HRET HEN
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Drive Improvement Faster
• Science of improvement• Accountability• Structure change• Document progress• Be fearless
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One day Alice came to a fork in the road and saw a Cheshire Cat. “Which road do I take?” she asked. His response was a question “Where do you want to go?” “I don’t know,” Alice answered. “Then,” said the cat “it doesn’t matter.”
Lewis Carroll
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Aim Statements
• What are we trying to accomplish?
• Communicate expectations
• Measurable (how good?)
• Time specific (by when?)
• Define the specific population (s) (who?)
• Clear, concise and unambiguous
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WHAT?
HOW MUCH?
WHERE?
BY WHEN?
Aim Statement
WHO?
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Aim Statement Examples
Readmissions: At Mount Pleasant Medical Center, we will reduce readmissions, within 30 days, for all our patients by 20% by December 31, 2013.
Readmissions: At St. Mary’s Hospital, we will reduce 30 day readmissions for heart failure patients by 20% by December 31, 2013.
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Does your organization have an aim statement?
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Which Measures?
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Measures
• Voice of the customer or patient• How is the system performing? • What is the result?
Outcome Measures
• Voice of the workings of the system• Are the parts / steps in the system or
process working as planned?
Process Measures
• What happened as we improved the outcome and process measures?
• Unanticipated consequences, other factors influencing the outcome?
Balancing Measures
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Reduce HarmImprove Processes
Where is your Greatest Opportunity to?
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Consider. . .
• What are you already measuring?• What are you planning to measure?
1. Identify existing measures2. Are they in the Encyclopedia?3. If not, user-defined measure
option
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Readmissions Example
• Outcome Measure: Readmission to hospital within 15 days of discharge (all cause, hospital-specific)
• Process Measure: Patients Receiving Complete Discharge Education Verified by Teach-Back or Other Means
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The PDSA Cycle
Plan• Objective• Questions &
predictions• Plan to carry out:
Who?When?How? Where?
Do• Carry out plan• Document
problems• Begin data
analysis
Act• Ready to
implement?• Try something
else?• Next cycle
Study• Complete data
analysis• Compare to
predictions• Summarize
“What will happen if we try something different?”
“Let’s try it!”“Did it work?”
“What’s next? ”
The Sequence for Improvement
Sustaining improvements and Spreading changes to other locations
Developing a change
Implementing a change
Testing a change
Act Plan
Study Do
Theory and Prediction
Test under a variety of conditions
Make part of routine operations
Repeated Use of the PDSA Cycle for Testing
Changes That Result in
Improvement
Hunches Theories
Ideas
DATA
Very Small Scale Test
Follow-up Tests
Wide-Scale Tests of Change
Implementation of Change
What are we trying toaccomplish?
How will we know that achange is an improvement?
What change can we make thatwill result in improvement?
Model for Improvement
Sequential building of knowledge under a wide range
of conditions
Spreading
AP D
S
AP
D S
APD
SA P
DS
Sustaining the gains
Guidelines For Testing Change
• Do not try to get buy-in, consensus
• Be innovative to make the test feasible
• Collect useful data during each test
• Test over a wide range of conditions
Guidelines For Testing Change
• Fail early, fail often• What can we do by next
Tuesday?• Pick willing volunteers• AIM big, but test small• Steal shamelessly
Remember to. . .
• Adapt
• Adopt
• Abandon
Common Traps
• Plan Do, Plan Do
• Do Act, Do Act
• No testing, only data collection
• No ramps of tests, random PDSAs
• Undisciplined PDSAs, no documentation
• No prediction – what are we going to learn?
• Beware of Cycles longer than 30 days
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Tips for Testing
• Use a form to document your test.
• Scale down – think “Drop Two.”
• Oneness
• Know the situation in your organization.
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Failed Test…Now What?
• Be sure to distinguish the reason: – Change was not executed – Change was executed, but not effective
• If the prediction was wrong – not a failure!– Change was executed but did not result in
improvement– Local improvement did not impact the secondary
driver or outcome– In either case, we’ve improved our understanding of
the system!
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Value of “Failed” Tests
“I did not fail one thousand
times; I found one thousand ways how
not tomake a light bulb.”
Thomas Edison
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What are you going to test?
Example: Test draft readmission risk assessment tool
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What do you need to conduct the test?
• A specific form?• Specific tool?• Specific
equipment?
What do you need to test this idea?
Example: - Draft readmission risk assessment tool
- Instructions for completing the tool
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Who will be involved in the test?
• Which discipline?– RN? – Pharmacist?– Case Manager?– MD?
• Others?– Lay person / volunteer– Patient
Who will be involved in the
tests?
Example: - Mary, RN
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How will you educate & inform the participant(s)?
• Staff meeting?• Huddle?• Flyer?
How will you educate/inform the participants?
Example: Readmission team member to review risk assessment tool and instructions for completing it with Mary RN.
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Where will the test occur?
• Which unit?• Which department?
Example: Telemetry Unit
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When will the test occur?
Specifics• What day?• What shift?• What time?
Example: All new admissions that Mary, RN has on July 31st
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How will you know you’ve been successful?
Specifics• What was learned?• What worked?• What didn’t?• What to change next time?
Example: Feedback from Mary, RN regarding . . .- Time to complete risk assessment- Ease of locating information to complete- Suggestions for improvement in tool or instructions
How will you know it is successful?
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Rapid Cycle Test of Change
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Improvement Project Worksheet
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Share . . .
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