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Instructor’s Manual
Chapter 1: Concepts of Quality Management
Healthcare Quality in the United States:
A Snapshot In 2003, U.S. healthcare expenditures totaled $1.679 trillion and accounted
for 15 percent of the gross domestic product (U.S. Census Bureau 2005; OECD 2005).
In 2003, the United States spent more on healthcare, as measured by percentage of gross domestic product, than did any other country in the world; yet of 30 OECD countries, the United States ranked 22nd in male life expectancy at birth and 23rd in female life expectancy at birth, and 26th in infant mortality rate (OECD Health Data 2005).
55 percent of those surveyed are dissatisfied with the quality of healthcare in the United States and 40 percent responded that in the past five years quality of care has gotten worse (Kaiser Family Foundation et al. 2004).
Adult Americans received 54.9 percent of recommended preventive care, acute care, and chronic care (McGlynn et al. 2003).
Sources: See References in Chapter 1 of Applying Quality Management in Healthcare, 2nd Edition, by D. L. Kelly.
Between 44,000 and 98,000 deaths per year in the United States have been attributed to preventable medical errors, making medical errors the eighth leading cause of death—causing more deaths than motor vehicle accidents, breast cancer, or AIDS (Kohn, Corrigan, and Donaldson 1999).
Taking into account direct costs (e.g., healthcare costs) and indirect costs
(e.g., lost income, lost productivity, and disability), preventable medical errors cost the United States between $17 billion and $29 billion a year (Kohn, Corrigan, and Donaldson 1999).
In 2003, more than 45 million Americans, or 15.6 percent of the 290 million U.S. residents at the time, had no health insurance (U.S. Census Bureau 2005).
In the United States, persons between the ages of 45 and 64 years with the lowest levels of education have 2.5 times the mortality rates of those with the highest levels of education, Poverty accounts for 6 percent of the nation’s mortality (McGinnis et al. 2002).
Healthcare Quality in the United States:
A Snapshot
Sources: See References in Chapter 1 of Applying Quality Management in Healthcare, 2nd Edition, by D. L. Kelly.
Quality Assurance
better worse better worse
thresholdthreshold
Source: James, B. 1989. Quality Management for Healthcare Delivery, 37. Chicago: The Health Research and Educational Trust of the American Hospital Association. Reprinted with permission.
Quality Improvement
better worse better worse
Source: James, B. 1989. Quality Management for Healthcare Delivery, 37. Chicago: The Health Research and Educational Trust of the American Hospital Association. Reprinted with permission.
Instructor’s Manual
Chapter 2: Three Principles of Total Quality
To find out about patient safety in the accreditation process, visit
www.jointcommission.org
To find out about the specific safety practice endorsed by The Leapfrog Group,
visit
www.leapfroggroup.org
Instructor’s Manual
Chapter 3: The Manager’s Toolbox
Shewhart Cycle
Plan
Do
Check
Act
To find out about the Picker Institute’s dimensions of care, visit
http://nrcpicker.com/
Dimensions of Care
Respect for patients’ values, preferences, and expressed needs
Coordination and integration of care Information and education Physical comfort Emotional support and alleviation of fear and anxiety Involvement of family and friends Transition and continuity Access to care
Source: http://nrcpicker.com.
Flowchart Symbols
Begin/End
Action step
Decision
SimpleFlowchart Example Alarm
goes off
Too tired?
Hit snooze alarm
Start
Get out of bed
End
yes
no
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
DeploymentFlowchart Example
WorkflowDiagram Example
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Lead Time Analysis Grid
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Fishbone Diagram: Four Ps
Problem
People Procedures
Policies Plant Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Problem
Fishbone Diagram: Four Ms
Manpower Materials
Methods Machinery Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Fishbone Diagram Example
PEOPLE PROCEDURES
Patient discomfort with ID band other ways used to ID patient accountability for re-banding unclear
too tight too looseverbal familiarity
edema multiple points of patient entry/admissionID band and care issues
different procedures many people doing ithidden (ex. OR drapes) IV line
Problem: inconsistent patientidentification prior to
multiple types of band rendering services policies not coordinated
emergency banding equipment inaccessibleinadequate training policies
ID band malfunction incorrect information on original ID band
POLICIES PLANT/EQUIPMENT
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Patient not taking hypertension medication
Simple Fishbone Diagram Example
PeopleProcedures
Policies Plant
Unpleasant side effects
Inconsistent patient education
Medication too expensive
Pharmacy hours of operation
Simple Check Sheet Example
Number of times
Unpleasant side effects
Inconsistent patient education
Medication too expensive
Pharmacy hours of operation
Simple Pareto Chart Example
Reasons for Medication Non-Compliance
0
5
10
15
20
25
Patient Education Side Effects Too Expensive Pharmacy Hours
nu
mb
er o
f pat
ien
ts
Check Sheet Example
Type of call 8:00-9:00 9:01-10:00 10:01-11:00 11:01-2:00 12:01-1:00 1:01-2:00 2:01-3:00 3:01-4:00 4:01-5:00
Make an appointment
Call for nurse: patient
Call for nurse: nonpatient
Call for MD: patient
Call for MD: nonpatient
Personal calls
Wrong number
Asking for a phone number
Other
Name: Day of the week: M T W Th Fri
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Pareto Chart ExampleOB / GYN Phone Room: Types of Calls
June 5-9
0
200
400
600
800
1000
1200
1400
appointment other patient call tonurse
patient call to MD personal phone number non-pt call tonurse
non-pt call to MD wrong number
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Run Chart Example
Breast Imaging ServicesDiagnostic and Screening Visits
893
990
857
943881 898
656
999
1087
930
1043 1049
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
Tota
l Num
ber
of V
isits
Multiple procedures per visit not reflected in this data
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Run Chart Example Overall Patient Satisfaction
Internal Medicine Clinic
75
80
85
90
95
100
Intervention
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Instructor’s Manual
Chapter 4: A Systems Perspective of Quality Management
Systems thinking…
“…is a discipline for seeing wholes. It is a framework for seeing interrelationships, rather than things, for seeing patterns of change rather than static ‘snapshots’.”
--Peter Senge in The Fifth Discipline: The
Artand Practice of the LearningOrganization. 1990. New
York: Doubleday Currency.
Characteristics of Dynamic Complexity
Change Trade-offs History dependency Tight coupling Nonlinearity
Unintended Consequences
Instructor’s Manual
Chapter 5: Systems Models for Healthcare Managers
Organizations as Systems
Simple System
Inputs Conversion Process Outputs
•Patients•Personnel•Supplies•Equipment•Facilities•Capital
•Diagnostic•Treatment•Operations•Business•Management•Support
•Clinical status•Functional status•Satisfaction•Cost-effectiveness•Culture
Inputs Conversion Process
Outputs
Healthcare Organizations as Systems
Open Feedback System
Inputs Conversion Process
Outputs
Feedback
Quality Management as an Open Feedback System
Inputs Conversion Process Outputs
Feedback
Improve Improve
Medical PersonnelLicensureContinuing educationPerformance reviews
TechnologyClinical trialsGovernmental bodiesStandards
Facilities and StructuresInspectionsStandards and guidelines
Health Technology AssessmentPractice guidelinesProcess improvementWork simplificationPolicy (immunizations)
Tracking and Monitoring Outcome Measures Individual, organizational, state, national Health statusBusiness status
Inputs Conversion Process Outputs
Quality Management in Healthcare
Three Core Process Model
Outcomes Excellent clinical outcomes Value to patient Patient satisfaction Functional status
Culture
Patient Flow/Operational Processes
Clinical/Medical Processes
Administrative Decision-Making Processes
Administrative Decision-Making Processes
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Source: www.baldrige.gov.
Systems Model of Organizational Accidents
Socioecological Framework:Determinants, Interventions, Evaluation
Determinant Intervention Evaluation / Impact Evaluation / Outcome
Indivividual
Organizational
Health and HealthBehaviors
Community
Population
Source: Reprinted with permission by JoAnne Earp, Sc.D.; Peter Reed, M.P.H.; and the instructors of HBHE 131, Introduction to Social Behavior in Public Health, Department of Health Behavior and Health Education, University of North Carolina at Chapel Hill, School of Public Health, 2001.
Systems Models: Lessons for Managers
Three Core Process Model
Baldrige National Quality Program
Systems Model of Organizational
Accidents
Socioecological Framework
Encourages concurrent improvement of inter-dependent processes
Aligns processes around patient needs
Values all provider and employee groups
Views administrative role as a process not a function
Shows how the components of performance excellence are related
Recognizes the context in which the organization operates
Promotes alignment of all activities within the organization
Promotes alignment of performance indicators
Enhances communication around performance excellence
Explains administrators and managers as sources of latent errors
Describes frontline consequences of system errors
Emphasizes importance of management competence
Broadens and expands the manager’s view
Addresses community and policy influences on health outcomes
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Instructor’s Manual
Chapter 6: Expanding the Boundaries of the System: The Role of Policy
To find out about the Joint Commission’s Shared Visions-New Pathways
accreditation process, visit
www.jointcommission.org
Source: © Joint Commission Resources: Tracer Methodology: Tips and Strategies for Continuous Systems Improvement. Oak Brook Terrace, IL. JCAHO, 2004, p. 5-6. Reprinted with permission.
Source: © Joint Commission Resources: Tracer Methodology: Tips and Strategies for Continuous Systems Improvement. Oak Brook Terrace, IL. JCAHO, 2004, p. 5-6. Reprinted with permission.
Source: © Joint Commission Resources: Tracer Methodology: Tips and Strategies for Continuous Systems Improvement. Oak Brook Terrace, IL. JCAHO, 2004, p. 5-6. Reprinted with permission.
Instructor’s Manual
Chapter 7: Systemic Structure
The Iceberg Metaphor
Source: Reprinted with permission from Innovations Associates, Inc. 1995. “Systems Thinking: A Language for Learning and Action.” Participant manual, version 95.4.1. Waltham, Massachusetts.
Comparison of Organizational Models
Source: From Health Care Management: Organization Design and Behavior, 4th Edition, by S. M. Shortell and A. D. Kaluzny. © 2000. Reprinted with permission of Delmar Learning, a division of Thomson Learning: www.thomsonrights.com. Fax 800 730-2215.
Organizational Characteristic
Rational Model Political Model
Goals, preferences
Power and control
Decision process
Information
Cause-and-effect relationship
Decisions
Ideology
Consistent across members
Centralized
Logical, orderly, sequential
Extensive, systematic, accurate
Predictable
Based on outcome-maximizing choices
Efficiency and effectiveness
Inconsistent, pluralistic within the organization
Diffuse, shifting coalitions and interest groups
Disorderly, give and take of competing interests
Ambiguous, selectively available, used as a power resource
Uncertain
Results from bargaining and interplay among interests
Struggle, conflict, winners and losers
Instructor’s Manual
Chapter 10: Performance Measurement
Why measure performance?
Reacting to a Problem Approach
Reacting to a Problem Approach
Poorly defined strategic and operational goals
Operations characterized by activities rather than processes
Operations reactive to immediate needs and problems
Source: Adapted from Baldrige National Quality Program Health Care Criteria for Performance Excellence. www.baldrige.gov.
Early Systematic Approach
Early Systemic Approach
Strategic and quantitative goals are beginning to be defined
Beginning stages of conducting operations by processes with repeatability, evaluation, and improvement
Early coordination among operating units
Source: Adapted from Baldrige National Quality Program Health Care Criteria for Performance Excellence. www.baldrige.gov.
Aligned Approach
Aligned Approaches
Processes address key strategies and goals of the organization
Operations are characterized by processes that are repeatable and regularly evaluated for improvement
Learning is shared and coordinated among organizational units
Source: Adapted from Baldrige National Quality Program Health Care Criteria for Performance Excellence. www.baldrige.gov.
Integrated Approach
Operations characterized repeatable processes
Operational processes regularly evaluated for change and improvement in collaboration with other affected units
Efficiencies across units are achieved through analysis, innovation, and sharing
Processes and measures track progress on key strategic and operational goals
Integrated Approach
Source: Adapted from Baldrige National Quality Program Health Care Criteria for Performance Excellence. www.baldrige.gov.
Internally used performance
measures
Externally required
performance measures
Performance measures used for multiple purposes
Int
ern
al
Extern
al
Integrating Internal and External Measures
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Normal Distribution
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Statistical Process Control Chart
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Control Chart Example Operating Room: Overtime Hours
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
Year 1 Year 2 Year 3 Year 4
Pay Period
Nu
mb
er
of
Ho
urs
Overtime hours per pay period mean UCL LCL
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Control Chart Example
Operating Room: Overtime Hours
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
Year 1 Year 2 Year 3 Year 4
Pay Period
Nu
mb
er o
f H
ou
rs
Overtime hours per pay period mean UCL LCL
A B
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Control Chart Example
Operating Room: Overtime Hours
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
Year 1 Year 2 Year 3 Year 4
Pay Period
Nu
mb
er o
f H
ou
rs
Overtime hours per pay period mean UCL LCL
Year 2 C
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Control Chart Example
Operating Room: Overtime Hours
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
Year 1 Year 2 Year 3 Year 4
Pay Period
Nu
mb
er
of
Ho
urs
Overtime hours per pay period mean UCL LCL
Year 3 ↓
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Operating Room: Overtime Hours
0
50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
800
850
900
950
1000
1050
1100
1150
Year 1 Year 2 Year 3 Year 4
Pay Period
Nu
mb
er
of
Ho
urs
Overtime hours per pay period mean UCL LCL
Year 4
Control Chart Example
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Instructor’s Manual
Chapter 11: Organizational Traction
Why do we use snow tires, chains, and four-
wheel drive?
…creative tension
Instructor’s Manual
Chapter 12: Implementation Lessons
Incremental Versus Breakthrough Improvement
Paper/pen Breakthrough: Typewriter
Breakthrough: Word Processing
Incremental improvements to typewriters (i.e. electric/erasable ribbons)
Incremental improvements to paper/pen products
A
B
C
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Refining Vision/Context as Management Breakthroughs
Incremental improvements
Breakthrough Vision/ Redefine Context
Refinements to vision/ context
Breakthrough Vision/ Redefining Context
A
B
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Breakthrough Vision, Incremental Implementation
History/Mission
Ideal Vision
PerformanceMeasurement System
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Breakthrough Vision, Incremental Implementation
History/Mission
Ideal Vision
PerformanceMeasurement System
Intervention #1
Intervention
#2Interventio
n #3a
Intervention
#3bInterventio
n #4
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Breakthrough Vision, Incremental Implementation:Surgical Services Example
Mission
Ideal Vision
PerformanceMeasurement System
Administrative Team
Medical Executive Committee
Shared Governance
Surgical Services Executive Committee
Pre-operative testing protocol
First case start times
Pre-Admission Process
Pre-procedure/ Post-procedure processes
Etc.
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.
Instructor’s Manual
Chapter 13: Team Strategies
Anna Smith’s First Grade Daily Self-EvaluationScroggs Elementary School, Chapel Hill, NC
Instructor’s Manual
Epilog
Tools for Improving How We Do Our Work:Improving the Process
Category Frequency
ABC
lllllll llllll
Process Flowcharts
Data Collection
Cause and Effect
Data Analysis
Tools for Improving What We Do: Improving the Content
Driving Restraining
Benchmarking Best Practices
Force Field Analysis
Evidence-based Practice
Why are these new tools helpful?
…the highest-leverage tools help us to improve how we think.
Leveraging Performance Improvement in Healthcare
Low leverage High Leverage
•Improving Process•Improving Content•Improving Process
Appreciating a Systems PerspectiveAddressing Underlying Assumptions:
•Goals•Purpose•Measurement•Traction•Implementation•Teams
•Improving Content•Improving Process
How we do it
What we do
How we think
Source: Kelly, D. L. 2006. Applying Quality Management in Healthcare, 2nd Edition. Chicago: Health Administration Press. Reprinted with permission.