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TRANSCRIPT
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PDCA for Dummies
Fishingen EQuiP open conference
23-‐25.04.2015
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1. Quality improvement is the science of process management.
2. If you cannot measure it…You cannot improve it.
3. Managed care means managing the processes of care, not managing physicians and nurses.
4. The right data in the right format at the right Jme in the right hands.
5. Engaging the “smart cogs” of healthcare.
FIVE PRINCIPLES OF QI
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Quality Improvement is about “Change”
• To improve you have to change but not all change is improvement !
• A way to change is by seVng up a QI-‐project.
• Say what you will do, do what you said and prove it!
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PDCA CYCLE
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• Task: – Define and analyse a problem and idenJfy the root cause
• Methods: – Brainstroming – Nominal technique – Pareto diagram – Fishbone diagram – …....
PLAN
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q F ind Problem q O rganise meeting q C larify problem q U ncover problems q S elect a strategy/Start PDCA
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Find the opportunity for QI
• PaJents: complaints remarks • Daily pracJce: losing Jme, geVng angry, ….. • Peers: doing things different, quality circles • External feed back: • New knowledge: guidelines, • New regulaJons or legislaJon • …..
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KISS
§ Keep It § Simple: § Small:
it is not about scientific research !
The kiss, August Rodin
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Organise meeting q Who are the stakeholders? q Make sure all possible partners participate
from the beginning: – Better insight in the problem – More idea’s about possible actions – People have to become owner of the
process in which they are involved – Higher motivation – Easier to delegate tasks
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Clarify
q Consensus about the exact problem: what is it all about !
q Makes sure that everybody is working in the same direction
q Keep to measurable things
q Formulate your problem/the ambition of your project in 1 sentence
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Clarify
• Not: “we will opJmize diabeJc care in our pracJce”
• But: “not enough diabeJc paJents get yearly foot controled”
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Understand/Uncover
• Making your process visible
• Measuring your proces
• Cause root analysis
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Making your process visible
1 guideline implementaJon step 1 How do we do it now ? step 2 Mirror against exisJng guidlines and
see the differences step 3 discuss differences step 4 develop a pracJce guideline step 5 make the guideline available in the
pracJce
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Making your process visible
Make a flow chart 1. Start of a procedure
2. Steps within the proces 3. A decision or a choice 4. Documents/measurements
5. End of a proces
yes
document
no
measurement
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Flow chart "aanvraag huisbezoek"
Aanvraag
Dringend?
Raadpleging mogelijk?
Noteren agenda
Wie gaat?
Huisbezoek
Raadpleging
PaJëntenoverleg
ja
neen
ja neen
Werk vs permanenJe
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Measuring
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• Quality measure: – WaiJng Jme in minutes
• Quality indicator: – WaiJng Jme is 20 minutes or less
• Quality standard: – More than 70% of paJents wait for 20 minutes or less
Measuring: PRACTICAL EXAMPLE
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Cause root analysis
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Swiss Cheese Model of Defences (Reason)
Psychological precursors
Unsafe acts (active failures)
Defences-in-depth
Local triggers Intrinsic defects Atypical conditions
Latent failures at the managerial levels
No policy for INR blood tests
Physician stressed: daughter‘s birthday
Nurse Lab
Patient
Flu season Computer breakdown
High INR not noticed Critical
event / accident
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Start
• Make your plan
• 80/20 rule
• Tackle things you can do yourselves first
• Be SMART
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SMART-principle q SPECIFIC : the target is clear
q Measurable:
q ACCEPTABle:
q REALISTIC:
q TIMELY
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q F ind Problem q O rganise meeting q C larify problem q U ncover problems q S elect a strategy/Start PDCA
Plan =
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PDCA CYCLE
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• Task: – Devise a soluJon – Develop detailed acJon – Plan and implement it systemaJcally
DO
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• Task: – Confirm outcomes against plan – IdenJfiy deviaJons and issues
• Methods: – Survey – PaJents‘ charts analysis – ObservaJon – Peer review
CHECK
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Act
q ABANDONING q ADOPTING q ADJUSTING
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• Task: – Standardize soluJon – Review and define next issues
• Methods: – Planning – Inclusion of all parJcipants in the process – SJmulaJon
AdopJng
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CONTINUOUS QI WITH PDCA CYCLE