The Quality Improvement Challenge. Richard J. Banchs
SCATTERPLOT: IS THERE A RELATIONSHIP? THE CORRELATION COEFFICIENT: WHAT IS THE STRENGTH OF THE RELATIONSHIP? REGRESSION ANALYSIS HYPOTHESIS TESTING THE THIRD TOLLGATE REVIEW
14 PART VI: THE FIFTH “R”: THE RIGHT SOLUTION CHAPTER 20: Develop and Prioritize Your Improvement Ideas BARRIERS TO CREATIVE THINKING SETTING THE RIGHT CONDITIONS FOR CREATIVE THINKING THE CREATIVE SCAFFOLD DIVERGENT THINKING: DEVELOPING IDEAS USING EXISTING SOLUTIONS DIVERGENT THINKING: FINDING NEW SOLUTIONS CONVERGENT THINKING: USING THE TEAM’S KNOWLEDGE TO PRIORITIZE IDEAS CONVERGENT THINKING: PRIORITIZE IDEAS BY COMPARING OPTIONS CONVERGENT THINKING: PRIORITIZE IDEAS USING ASSESSMENT CRITERIA CASE STUDY: DECREASING UNPLANNED READMISSIONS AFTER TONSILLECTOMY ASSESSING RISK: FAILURE MODE AND EFFECTS ANALYSIS (FMEA) USING THE FMEA WITHOUT THE RISK PRIORITY NUMBER (RPN) REFERENCES CHAPTER 21: Test the Effectiveness of Your Ideas with a Pilot THE PILOT STUDY THE BEST‐KNOWN PILOT IS THE PDSA CYCLE ADVANTAGES OF THE PDSA CYCLE THE PDSA CYCLE IS A “LEARNING RAMP” REFERENCES CHAPTER 22: Improve “Flow” and Work Conditions PROCESS FLOW STRATEGY FOR CREATING PROCESS FLOW STEPS AND SEQUENCE TO CREATE FLOW WHAT IS STANDARD WORK? THE CRITICAL ROLE OF WORK CONDITIONS 5S TO OPTIMIZE YOUR WORKSPACE VISUAL MANAGEMENT MISTAKE‐PROOFING SYSTEMS REFERENCES CHAPTER 23: Now Roll‐Out Your Improvement Ideas and Make Them “Stick” STORIES FROM THE FRONT LINES OF HEALTHCARE: THE EARLY DISCHARGE QI PROJECT AT MEMORIAL HOSPITAL BEFORE YOU ROLL‐OUT, YOU NEED AN IMPLEMENTATION PLAN ASSESS THE POTENTIAL IMPACT OF YOUR IMPROVEMENT IDEAS ASSESS THE POTENTIAL FOR PUSHBACK: THE STAKEHOLDER ANALYSIS YOUR STAKEHOLDER ENGAGEMENT STRATEGY ASSESS THE LEVEL OF SUPPORT: THE LOCAL SPONSOR ANALYSIS THE LOCAL SPONSOR STRATEGY THE MONITORING AND CONTROL PLAN THE FOURTH TOLLGATE REVIEW PROJECT CLOSURE REFERENCES
15 PART VII: ADDITIONAL THINGS YOU MAY NEED TO KNOW CHAPTER 24: How to Prepare and Conduct a Tollgate Review THE TOLLGATE REVIEWS FOUR TOLLGATE REVIEWS OF A FIVE “R” PROJECT PHASE CHAPTER 25: How to Communicate Effectively to Engage the Front Line STORIES FROM THE FRONT LINES OF HEALTHCARE: THE NICU TEAM AT ST. AGNES HOSPITAL THE IMPORTANCE OF COMMUNICATION WHY PROJECTS OFTEN FAIL PEOPLE’S BRAINS OFTEN CREATE BARRIERS TO EFFECTIVE COMMUNICATION WHAT SHOULD YOU DO TO COMMUNICATE EFFECTIVELY? TIPS FOR ONE‐ON‐ONE COMMUNICATION USE A COMMUNICATION PLANNER TO MAKE IT EASIER TIPS TO ANNOUNCING A DIFFICULT CHANGE REFERENCES CHAPTER 26: How to Lead an Effective Team Meeting STORIES FROM THE FRONT LINES OF HEALTHCARE: BRANDON, THE AMBULATORY CLINIC MANAGER THE IMPORTANCE OF MEETINGS THE PROBLEM WITH MEETINGS ANATOMY OF A GREAT MEETING FIRST PHASE: BEFORE THE MEETING SECOND PHASE: DURING THE MEETING THIRD PHASE: AFTER THE MEETING A TEMPLATE FOR ALL YOUR MEETINGS: THE TEAM MEETING ORGANIZER TEAM MEETING GROUND RULES BRUCE TUCKMAN AND THE FOUR STAGES OF TEAM DEVELOPMENT UNDERSTANDING DIFFERENCES IN PEOPLE’S BEHAVIOR REFERENCES CHAPTER 27: How to Help Your QI Team Become a High‐Performing Team THE USUAL REASONS WHY WE LAUNCH A QI TEAM