why quality improvement fails (and what you can do about it)
TRANSCRIPT
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Why Quality Improvement Fails (And What You Can Do About It)
Matthew Cerasale, MD, MPHDirector of Quality Improvement
Assistant Professor, Section of Hospital Medicine
Becky Schedin, MPPASection Administrator, Hospital Medicine
2019 CQI Conference: In Pursuit of QualityChampaign-Urbana, IL
October 29, 2019
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Agenda
• Background
• Why Initiatives Fail
• Unifying Elements of Successful Projects
• Methodologies and Tools
• Group Discussion
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Introductions
• Introduce yourself to your neighbors
– Name– Role– Agency
• Give a brief example of a project that didn’t go as planned or an idea that you have yet to act upon
• Share an example of a project that you had a hard time engaging in
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Objectives
By the end of this session, you should be able to:
– Identify critical phases in QI projects that can lead to failure
– Understand the necessity of a clear, shared vision among stakeholders
– Recognize the opportunities provided by a multidisciplinary approach to any QI project
– Utilize appropriate QI methodology to appropriate address specific problems
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Background
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The First CQI Project
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QI Champions
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Basic Make-Up of a QI Process
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PLAN
DOSTUDY
ACT
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Why Projects Fail
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The Big C’s: How Projects are Born
Compliance
Catastrophe
Collection(of Data)
ComparisonCollaboration
Correction(of a problem)
Champions
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Why Understand Pitfalls?• High rewards, high risks
• Improvements often viewed as technical and not a management topic (du Toit, 2012)
• Studies suggest that nearly 60% of all corporate process improvement studies fail to yield desired results (Chakravorty, WSJ, 2010)
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Threats and Pitfalls
START
All talk, no plan
Champions?
“No problem”Engagement (Don’t forget your clients!)
Measurement Plan
Data Collection,
Quality
Resources Analysis
Dissemination
No one reads findings
“So What?” Inconclusive Evidence?
“What about…”
One and done?
SUCCESS!
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Meaningful Change!
Positive Outcomes!
NO BUY IN“But This is the Way
We’ve Always Done it…”“The Boss Says This Isn’t
a Priority”Return to Start
Your Awesome Analyst LEAVES THE COMPANYGo Back 5 Spaces
A CRISIS HAPPENSAll Meetings Canceled.
Skip 2 Turns
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Basic Psychology of QI
People like to feel good Careers give people meaning
Meaning + career = good feeling However…
QI tells us we can do better
If we need to improve, does that mean we are not good?!
COGNITIVE DISSONANCE
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Unifying Elements of Successful Projects
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Unifying Elements
• As we’ve experienced, there are any number of threats to navigate
• Conversely, there are also opportunities that can strengthen QI projects and culture
• There are important organizational, as well as project-specific, elements to consider
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Project Resources
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Phases of QI ProjectsLaying the Groundwork
• Stakeholders
• Problem Definition
• Background
• Current State
Defining the Approach
• Aims
• Root Cause Analysis
• Recommendations/Solutions
• Implementation plan
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Implementation and Impact
• PDSA Cycle Results
• Sustainability Plan
• Lessons Learned
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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Choosing the Problem
• From your table, select a problem to use an example project on your A3
• Provide some context about the problem and fill in into the “Background” section
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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Organizational Considerations
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Data Systems
Staff and resources
Supportive organizational culture and engagement
Components of Effective Change Cultures
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• Leadership Buy-In• Learning Culture • Shared vision and
outcomes
Supportive organizational culture and engagement
Culture and Engagement
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Organizational Culture and Leadership
• Foundation of your QI culture
• Everyday leadership
• Engagement and trust
– Transparency – goals, data, challenges– Don’t take the blame, take responsibility
• QI as a shared responsibility or characteristic, e.g., evidence-informed decision-making
• Shared vision (and responsibility) for success*
• WIIFM?
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Engagement: Stages of QI Grief
Once you’ve brought your team around to the fact that something could be better, there might be different
reactions before they can buy into improvement
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From Grief to Great• Meet people where they are
• Frustration, suspicion, anger, denial, excitement, despair– all normal reactions
• Listen to concerns, and problem-solve collaboratively
• Interests may not always align, which is why sharing a standardized framework can be vital
• Everyone can have a place at the table
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Multidisciplinary Approach to QI• See the idea of engaging everyone as an opportunity instead of a
challenge
• Different perspectives individuals bring to a shared problem and vision for success can map the best trajectory
• Stakeholders
– Higher level leadership – Help create the change culture, buy-in, commitment– QI staff – Guiding, measuring, and reflecting change– Clinical/care teams – Frontline, the ones executing the intervention– Finance – Monetary impact, potential for growth, sustainability– Clients and families – Experiencing what we do day to day. “Nothing about us
without us”– All: Shared desire to do what is best to serve clients
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• Expertise• Accountability• Time and team
Staff and resources
Supportive organizational culture and engagement
People and Resources
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Staff and Resources
• Not enough to have culture, need to tools, time, and people to do the work
• Education and skills
• Teams: multiple disciplines, interests
• Spheres of influence and accountability
– Individual– Team– Organization– Systems
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Methodologies and Tools
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• Data Entry• Extraction and Use• Analysis • Visualization
DataSystems
Staff and resources
Supportive organizational culture and engagement
Data Systems
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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Data Systems
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• Data Information
• The Quality Question
Examples of DATA
• Intake / discharge dates• Assessment scores• Demographics• Incident reports• Satisfaction surveys
Examples of INFORMATION
• Length of stay dashboard• Client progress report card• Community characteristics
map• Behavioral intervention report• Organizational needs and
strengths profile
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Measuring What Matters
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Measurement
“The irony is that by being less focused on your results, you may achieve better ones.”
--Nate Silver, The Signal and the Noise
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Measurement Pitfall- Streetlight Effect
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Listen RespectShared Decision-Making
Coordinated Care
Measurement Pitfall- Streetlight Effect
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A Balancing Act
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Anecdote
Data
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Evidence?
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Turning Anecdotes to Information
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Observations Complaints/ Compliments Ratings, Reviews Satisfaction
Surveys
In-Depth Reviews(Audits, Accreditation,
etc.)Evidence
More Subjective Less Subjective
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Different Types of Measures
• Outcome
• Process
• Balancing
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Types of Measures: Example• Your group's case note form is completed in the field on paper,
then transcribed onto the official system by an administrative assistant at the main office.
• The process can be slowed due poor handwriting that can require the form's author to re-review the document multiple times, delaying its submission.
• In order to expedite the process, your group has created an option to use an online form instead of paper, so there are no handwriting issues.
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Create a Measure for Each Category• Outcome:
• Process:
• Balancing:
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Create a Measure for Each Category
• Outcome: On-time submission of final document
• Process: Proportion of group members using online form
• Balancing: Time required for group members to complete initial documentation
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Engaging with Data
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Displaying Data
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Key Performance Indicator (KPI) Boards
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Our KPI Boards
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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Be SMART (Aims)
• Specific
• Measurable
• Achievable
• Relevant
• Timely
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• Not SMART:
– “We expect to see a moderate reduction in <Some Things>”
• SMART!
– “By working with <Stakeholders> in implementing <New Approach>, we expect to see a 15% reduction in <Relevant Variable 1> by the end of quarter one, as evidenced by changes in <Reliable Data Source>”
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Start Date: Estimated Completion:Project Support:
Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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(Simple!) Analytics
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Analysis Tools
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• Quantitative (Statistical) Analysis Tools
– Run Chart– Control Chart
• Qualitative (Root Cause) Analysis Tools
– 5 Why's– Fishbone Diagram– Pareto Chart– FMEA – Failure Mode Effects Analysis
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Analysis Paralysis
Research Studies
• T-Test
• Chi-Squared
• Logistic Regression
• Propensity Matching
Quality Improvement
• Run Chart
• Control Chart
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Easy Analysis - Run Charts
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Run Chart Components
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Run Chart – Determining Statistical Significance
1. Shift – 6 or more consecutive points above or below the median
2. Trend- 5 or more consecutive points all increasing or decreasing
3. Too Many or Too Few Runs - Too Few = Total Data Points/3, Too Many = Total Data Points x2 /3
4. Astronomical Data Point- Data point clearly out of context of the others
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Statistically Significant?
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Statistically Significant?
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Shift
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Statistically Significant?
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Trend
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Control Charts
• Run Charts
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• Selected Upper and Lower Boundaries
Or
• Statistical Upper and Lower Boundaries
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Control Chart Example
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DIY Control Charts
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Qualitative (Root Cause) Analysis Tools
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5 Why's
• Easy method of drilling down to a root cause
• Application as simple as it sounds
• Recognized quality improvement tool
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5 Why’s - ExampleA patient on mechanical bypass unexpectedly passed away after being on the machine for an extended duration of time following an unexpected malfunction with the machine
• Why #1: There was significant blood loss from circuit
• Why #2: Pump was not stopped at time of event
• Why #3: Providers were not familiar with the standard policy/procedure to shut off bypass pump in similar events
• Why #4: Medical ICU infrequently primary providers for bypass patients
• Why #5: Most bypass patients are cared for by Cardiac ICU
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5 Why’s – Alternate ExampleA youth ran away from their foster home
• Why #1: The youth wanted to see their family
• Why #2: The youth had not seen them in several weeks
• Why #3: Scheduled visitations had been cancelled or postponed
• Why #4: Family lacked transportation and care team lacked enough resources to facilitate
• Why #5: Agency was short staffed and couldn’t coordinate supervised visits or transportation until following month
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Fishbone Diagram
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Pareto Chart
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FMEA – Failure Mode and Effects Analysis
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• Quantify Opportunities to Improve
• Requires Input from All Stakeholders
• Rank by RPN – Risk Priority Number
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Society of Hospital Medicine Quality Improvement Special Interest Group A3 Project Template
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Tools for Prioritizing: 2x2 Grids• Effort-Impact (Where to start) • Power-Interest (Who to involve)
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Example of Power-Interest Grid
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Project: Incorporating Intern Handoffs into Electronic Health Record
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Tools for Prioritizing: 2x2 Grids• Effort-Impact (Where to start) • Power-Interest (Who to involve)
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Frameworks
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Quality Improvement Schools of ThoughtLean/Toyota Production SystemEliminate Waste
Six Sigma - Reduce Variability
Institute of Healthcare ImprovementHealthcare Focus
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Define Measure Analyze Improve Control
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Quality Improvement Schools of Thought (cont.)
Agile Implementation – Fail Faster
TCOM – Integrate multiple perspectives
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Choosing Your Framework
• Humans are not widgets: Focus of QI in healthcare and social services different than manufacturing, IT, etc.
• Eclectic QI: Useful components to many different methodologies, find best fit for project/team
• Positive change and wide-scale impact at the heart of QI
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Execution and Spread
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10. Lessons Learned
6. Recommendations/Solutions (Improve)
7. Implementation Plan
8. Results (from . PDSA Cycles)
9. Sustainability Plan (Control)
4. Aims
3. Current State (Measure)
2. Background
Project Title:Project Lead: Coach/Mentor: Sponsor:
Team Members: Stakeholders: Clients/Patient/Families
1. Problem Statement (Define)
5. Root Cause Analysis (Analyze)
1. 2.3.
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Expanding Scope• What kind of change are you trying to effect?
– Now? Later?• Is this a project that should be sustained, or a one-time
intervention?
• If it should be sustained, what adjustments are needed?
• Process improvement programs typically show early progress, and then things return to the way they were
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When to Let it Go
• We ask what success would look like, but also important to consider what failure looks like
• What are your termination criteria? Determine these before the project begins
• Don’t think of projects as things that must succeed
• Better to change course early, than to drag on a project that is not having desired effect, which can be harmful to morale, teams, and outcomes
• A failed project or approach does NOT equal failure!
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A3 is a Living Document• Meant to be done in pencil
• Size of paper is to fax to all the stakeholders with each update
• Project updates and revisions don’t always go in order
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Real Ongoing Project - Start
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After Gaining Data
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Share Your Table’s A3
• What did you learn?
• Did it change how you conceptualize a project?
• What elements (if not the whole thing) would be most relevant at your work?
• Where could you better engage multidisciplinary perspectives?
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Completed A3
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Summary
• QI is full of many potential pitfalls, as well as rewards
• Components central to an effective change culture
• Methodologies are many, find which one(s) work best for your group/problem
• Engage everyone wherever you can, when you can
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Thanks!Matthew Cerasale, MD, MPH, SFHM
Assistant Professor of Medicine, Section of Hospital Medicine
Director of Quality Improvement, Hospital Medicine
Becky Schedin, MPPA
Section Administrator, Hospital Medicine
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