quality and safety research
TRANSCRIPT
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QI/PI ResearchNadja Kadom, MD
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Overview
• Why do QI?• What is the difference between QI or PI?• How is a QI/PI project done?• Where does the Model for Improvement come
from?• What type of projects should I do?
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Overview
• Why do QI?• What is the difference between QI or PI?• How is a QI/PI project done?• Where does the Model for Improvement come
from?• What type of projects should I do?
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What is the difference between QI and PI?
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Patient SafetyCompliance Performance• PQRS• ACR accreditation• ACR center of
Excellence• Critical results
reporting
• TAT• Decision support• Anything else…..
• Radiation dose• Contrast reactions• ACR-AC
Local Level
Quality and Safety
National Level
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Overview
• Why do QI?• What is the difference between QI or PI?• How is a QI/PI project done?• Where does the Model for Improvement come
from?• What type of projects should I do?
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Reducing Radiology Voice Recognition (VR) Errors
Mohammadali Mojarrad1, Kristin MacDougall2, Nadja Kadom2, 3
1Boston University School of Medicine, Boston, MA2Boston University Medical Center, Boston, MA3Emory University, Atlanta, GA
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One day……….
How could a highly
educated professional
make mistakes like that?
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Eliminate VR errors from my reportsHelp others to do the same
My personal goal
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Improve the value of the radiology report
My mission
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Percentage of reports with ≥1 errors:
35% (Pezzulo et.al. 2008)22% (*Quint et al. 2008)
*Radiologist error rates from 0-100%*No difference native vs. non-native*No difference faculty alone vs. faculty/trainee
Information gathering
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Hawkins 2014
Technical errors: VR
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•F.I.R.E.Feasible, Interesting, Relevant, Ethical
• S.M.A.R.T.Specific, Measurable, Actionable, Realistic, Timely
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Feasibility
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Feasibility
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Relevance
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We will reduce the number of VR errors
in Dr. Kadom’s reports by 20%
by August 31, 2014.
What?For Whom?How good?By When?
Initial Aim
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Team Members
Name Type FunctionMohammadali Mojarrad Medical student Day-to-Day leaderKristin McDougall RIS Manager Data accessNadja Kadom Physician Stakeholder
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Decrease VR errors by 20% • Quality of
microphone• Quality of
software• Background
noise• Trainable
• Proof reading• Enunciation• Use of macros• Switch off
microphone
Driver Diagram
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Improvement Ideas ReasoningProofreading NecessaryChecklist To prompt proof reading habitFix “disk-disc” error Easy fix in softwareFix “insert macro” error Insert manually rather than
dictateUser profile reset Manufacturer requestBackground noise Cannot improveNotify manufacturer of issues
Voice files deleted
New software No money
Improvement Ideas
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Outcome measure% of reports with errors# errors / report
Process measureProofreading evidenced by observer
Balancing measureTime spent proofreading
Family of measures
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Resident(n=428)
Faculty(n=518)
Total(n=946)
#reports with errors 157 (37%) 269 (52%) 426 (45%)
#errors per report 0.5 1.0 0.75
July 2013 – June 2014
1 weekday (resident) and 1 weekend day (attending) each month
Baseline
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Changed aim: < 22%Added aim: < 0.5 errors/report
baseline
Aim
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We will reduce the number of VR errors
in Dr. Kadom’s reports
to below 22% and reduce errors per
report to below 0.5by August 31, 2014.
What?For Whom?How good?By When?
Revised aim
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History: spelling errors Technique: contrast dose Findings: Proofread
No displaced Nondisplaced
Conus colon isColon :Comma CommonNo Do‘Slight’‘Marked’
Insert macro
Checklist/Prompt
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Intended Transcribed Error typehypodensities hyperdensities Mis-senseAnd extracranial
And except for the area ofNon-sense
glenoid deniedpresented with Omission
Is normalcoronalover
Addition
through to Translationalherniated hernited Editorial/Typ-o
Study data
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• Proofreading• Proofreading• Course in proofreading• New job- new VR system
Pdsa cycles
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Attending: % reports with errors
Summer staff
shortage
Goal
New Erro
r
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Attending: #errors per report
Summer staff
shortage
Goal
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Lessons learned
• Proofreading technique helps• Staff shortage does not help• New error types with templates• QI project now a QA project
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PassionIOM goals
Team,Current state,
metrics etc.
Measure& Observe
Celebrate successes
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Overview
• Why do QI?• What is the difference between QI or PI?• How is a QI/PI project done?• Where does the Model for Improvement
come from?• What type of projects should I do?
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Dr. W. edwards Deming Biography• Born October 14, 1900 in Sioux City Iowa• Died December 20, 1993• BS in electrical engineering from the University of Wyoming 1921• MS in Mathematics & Mathematical Physics from the University of Colorado 1925• PHD in in Mathematics & Mathematical Physics from Yale 1928• Mathematical physicist at the United States Department of Agriculture (1927–39) • Statistical Advisor US Census Bureau 1935-1945• Professor of Statistics at NY University 1946-1993• As a census consultant under general Douglas MacArthur taught statistical control methods to Japanese business leaders • 1947 – taught Japanese engineers and managers statistical process controls – the message: improving quality will reduce expenses while increasing productivity and market share.• Credited with enabling Japan to become a world business power by the 1980’s due to image of quality• 1979-1982 – worked for Ford Motor Co. credited for making Ford the most profitable US Auto manufacturer by 1986
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Deming’s System of Profound Knowledge
1. Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services
2. Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements
3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known
4. Knowledge of psychology: concepts of human nature
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PDSA cycle
STUDY PLAN
DO
ACT
PROCESSIMPROVEMENT
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RAPID CYCLE TESTING
P
D
S
A
P
D
S
A
P
D
S
A
P
D
S
A
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Overview
• Why do QI?• What is the difference between QI or PI?• How is a QI/PI project done?• Where does the Model for Improvement come
from?• What type of projects should I do?
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Donabedian - 1980STRUCTURE
PROCESS
OUTCOME
Donabedian, Avedis. 1980. Explorations in Quality Assessment and Monitoring, Volume I & II: The definition of quality and approaches to its assessment and monitoring. Chicago: Health Administration Press.
QUALITYP + S + O = QUALIY
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Harvey HB, Hassanzadeh E, Aran S, Rosenthal DI, Thrall JH, Abujudeh HH. Key Performance Indicators in Radiology: You Can't Manage What You Can't Measure. Curr Probl Diagn Radiol. 2016 Mar-Apr;45(2):115-21.
How is care organized?Stable elements of the
health care system
What is done to the patient?
Technical & Interpersonal
Patient health?End result?
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Thank [email protected]