The Quality Improvement Challenge. Richard J. Banchs
PROCESS MAP BASIC PROCESS FLOW MAP THE SWIM LANE CHART THE VALUE STREAM MAP PROCESS DATA FOR THE VSM EXERCISE: MAPPING “ORDERING BLOOD FROM THE BLOOD BANK” CHAPTER 11: Get a Quick Win: Identify and Eliminate “Waste” WASTE IS THE OPPOSITE OF VALUE WHY TARGET WASTE? WHO IS TIM WOOD? TOOLS TO IDENTIFY AND ELIMINATE WASTE MAPPING TECHNIQUES TO IDENTIFY WASTE EXERCISE: IDENTIFYING WASTE IN THE PEDIATRIC UNIT CHAPTER 12: Measure What Matters MEASUREMENTS METRICS WHO DECIDES WHAT WE NEED TO MEASURE? THE TWO TYPES OF METRICS USED IN QI PROJECTS WHAT DOES A “GOOD” PROJECT METRIC LOOK LIKE? METRICS ARE EXPRESSED AS TWO TYPES OF DATA COMMON METRICS USED IN QI PROJECTS REFERENCE CHAPTER 13: Practicalities for Planning and Collecting Baseline Data WHY DO WE NEED TO COLLECT DATA? WHERE CAN I FIND THE DATA THAT I NEED? WHAT MAKES DATA SO HARD TO GET? THE KEY TO DATA COLLECTION IS TO START WITH A GOOD DATA COLLECTION PROCESS THREE RULES OF DATA COLLECTION MAKE YOUR DATA COLLECTION MORE EFFECTIVE WITH A DATA COLLECTION PLANNER CHAPTER 14: Define Baseline Performance HOW DO I ASSESS A PROCESS’S BASELINE PERFORMANCE? WHY DO WE NEED A COMBINATION OF NUMBERS AND PICTURES? GRAPHS ARE THE BEST TOOLS TO INTERPRET DATA DO I NEED TO HAVE DATA NORMALLY DISTRIBUTED? THE GRAPHICAL ANALYSIS THE HISTOGRAM: A TOOL TO GET A SNAPSHOT WITH CONTINUOUS DATA ADDITIONAL GRAPHS YOU CAN USE WITH CONTINUOUS DATA THE BAR CHART: A TOOL TO GET A SNAPSHOT WITH DISCRETE DATA ADDITIONAL CHARTS YOU CAN USE WITH DISCRETE DATA CASE STUDY: IMPROVING RTA TIME AT ST. MICHAEL’S HOSPITAL THE ANSWER TO THE PROBLEM OF VARIATION IS A GRAPH OF TIME‐ORDERED DATA VARIATION GUIDES THE IMPROVEMENT STRATEGY TIPS WHEN PRESENTING DATA REFERENCES CHAPTER 15: Tools to Characterize the Type of Variation WHAT IS A RUN CHART? MAKING A RUN CHART INTERPRETING THE RUN CHART REFERENCE CHAPTER 16: Tools to Characterize the Type of Variation THE CONTROL CHART THE INDIVIDUALS AND MOVING RANGE (I‐MR) CHART THE UPPER AND LOWER CONTROL LIMITS OF THE INDIVIDUALS CHART UPPER CONTROL LIMIT OF THE MOVING RANGE (MR) CHART HOW TO DETECT SPECIAL CAUSE VARIATION WITH THE I‐MR CHART THE I‐MR CHART GUIDES THE IMPROVEMENT STRATEGY ADDITIONAL CONTROL CHARTS CASE STUDY: DOOR‐TO‐INFUSION (DTI) TIME AT HURON MEDICAL CENTER REFERENCES CHAPTER 17: Define Baseline Performance IS THE PROCESS MEETING THE NEEDS OF THE CUSTOMER? PROCESS CAPABILITY CASE STUDY: THE NEW BALLOON ANGIOPLASTY CATHETER AT UIC CAPABILITY INDICES PROCESS CAPABILITY FOR DISCRETE DATA THE PROCESS SIGMA OR SIGMA METRIC PUTTING IT ALL TOGETHER: IS THE PROCESS STABLE? IS IT CAPABLE? CHAPTER 18: How to Identify and Prioritize the Most Likely Cause of the Problem STORIES FROM THE FRONT LINES OF HEALTHCARE: WAIT TIME IN THE ORTHOPEDIC OUTPATIENT CLINIC THE THINGS WE DO THAT STIFLE OUR ANALYTICAL THINKING CRUCIAL INTERACTION OF ACTIONS AND CONDITIONS THE PATH TO THE ANALYSIS OF Y TOOLS TO IDENTIFY THE POSSIBLE CAUSE(S) OF THE PROBLEM TOOLS YOU CAN USE TO FILTER AND PRIORITIZE THE MOST LIKELY CAUSE EXERCISE: IN‐TRAINING EXAMINATION AT MASS GENERAL HOSPITAL CHAPTER 19: Before Proceeding, Confirm the Cause‐and‐Effect Relationship THE CAUSE‐AND‐EFFECT RELATIONSHIP