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8/13/2019 06 Lipp Haussen PDCA Presentation
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Continuous Improvement
Methodology- PDCA
October 2012
Advocate Research and Innovation Forum 2012
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Operations Improvement Vision
1
Commitment to simplify our process
Learning to work more effectively
Learning to see things differently
All Advocate associates become passionate aboutprocess improvement, embracing equality, excellence,
partnership, and stewardship.
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Objectives
Introduce the PDCA cycle
Present tools and concepts to facilitate problem solving,which can be applied to any problem in any setting
Illustrate the concepts with a healthcare application ofPDCA
2
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Continuous Improvement
Continuous improvement is an ongoing effort to improveproducts, services, or processes.
Continuous and incremental improvements remove
unnecessary activities and variations providing increasedcapability, reduced costs, improved efficiency and qualityover time.
A complete transformation process takes time, butcontinuous improvement allows teams to change theorganization one problem at a time.
3
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A Method to Promote Continuous Improvement
The Plan-Do-Check-Act(PDCA) Cycle is an iterativefour-step problem solving model to promote continuousimprovement.
Brief History: Walter A. Shewhart first discussed the concept of PDCA in 1939
when he introduced the notion that constant evaluation ofmanagement practices is key to the evolution of a successfulenterprise.
In the 1950s, W. Edwards Deming promoted PDCA as a primarymeans of achieving continuous process improvement. He alsoreferred to the PDCA cycle as the PDSA cycle ("S" for study).
4
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Action plan andexecution
Progress, targetvs. actual
Alignment,identify problem,
determine goal,cause analysis.
Standardize if itworked, adjust if
it didnt work.
Act Plan
DoCheck
PDCA
5
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Strategy: Leader:
Strategic Initiative: Department/Branch:
Stakeholders (people involved/impacted by the initiative):
PLAN DO
Background Information:
Problem Statement:
Goal (think SMART):
Cause Analysis:
See Action Plan: (add action plan title here!)
CHECK
ACT
PDCA - Template
6
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PDCA Is Not New: Clinical Thought ProcessPLAN DO
Background Information:
Gather History and Physical information. Patient short
of breath and swelling of lower extremities over last
several weeks.
Problem Statement:
Patient is short of breath, elevated heart rate and
swollen legs.
Goal:
Upon confirmation of heart failure diagnosis, treat
patient until swelling in legs diminished and shortness
of breath subsides. Achieve over next ~4 days.
Cause Analysis:
CMP Lab test drawn identified electrolytes level.
Chest X-Ray showed enlarged heart, supporting
diagnosis of congestive heart failure.
Administer IV diuretics and electrolyte replacements
Administer O2 and monitor intake and output
Weigh patient daily
Perform Echocardiogram
CHECK
Electrolytes in balanceIntake and Output balanced
Weaning off O2
Chest X-ray demonstrates improvement in patients
enlarged heart
ACTEnsure handoff to patients primary care physician
7
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Strategy: Leader:
Strategic Initiative: Department/Branch:
Stakeholders (people involved/impacted by the initiative):
PLAN DO
Background Information:
Problem Statement:
Goal (think SMART):
Cause Analysis:
See Action Plan: (add action plan title here!)
CHECK
ACT
Key Tools and Concepts to Help You Problem Solve
= Tool = Concept
Go see visit the
Gemba
Process mapping
Root cause
analysis:
5 whys
Brainstorming
Action Plan
What worked/
what didnt work
Goals:
Specific
Measurable
Achievable
Relevant
Timely
Check
against
goal
Problem Statement
Data analysis
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Visit the Gemba (the real place)
10
What disrupts the work?
Where could mistakes be made?What keeps those mistakes from being made?Is it just vigilance?Or is there some mechanism to prevent mistake?
Is there any backtracking, rework, looping around?Are things where they are actually needed?Do people have to look around for things?
How do they know what they should be doing?What is their source of information?
Do they have to hunt it down, or worse, guess atwhat should be done?Or is the right thing and the right way crystal clear
to even the casual observer (that would be you).
Work
Flow
Errors
Rework
VisualMgmt
What is it?
Gembawalk, is an activity
that takes management to
the front lines to look for
waste and opportunities.
How to do it?
While at the place where
the work is happening
(Gemba), ask the questions
to the right.
Results:
Understanding of what is
really happening
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Process
Step
RN Gets
Gown for
Patient
Yes
No
Short, Simple, Specific
Noun-Verb
Process Mapping Basics
11
Yes, No
It Depends
Patient
Available?Decision
Point
What is it?
Visual step-by-step process flow
outlining how work is done
One Post-it note per process step
to depict main activities, information
flows, and interconnections
Apply 80/20 Rule80% stays inmain path or flow
Overlay Data, Value Added, and
Waste Identification
Results:Allows an observer to walk-
through the whole process and see
it in its entirety.
Start & End Points = clearly
define scope of the process
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Data Analysis
12
What is it:
Baseline data analysis provides a view of how big
the current problem is, where there is opportunity
to improve.
Re-measure data analysis demonstrates if the
solution has improved the problem and is sustained.How to do it:
Investigate various available reports, understand
definitions
Collect manual data if there is not electronic data
available Analyze the data to quantify the problem
Results:
Data driven analysis that cannot be disputed to
quantify the problem and sustain results.De
c/08
Nov/08
Oct/08
Sep/0
8
Aug/0
8Jul/0
8
Jun/0
8
May/08
Apr/0
8
Mar/
08
Feb/0
8
Jan/0
8
Dec/07
Nov/07
Oct/07
Sep/07
Aug/07
Jul/07
Jun/07
May
/07
Apr/07
Mar/
07
Feb/0
7
Jan/07
100
95
90
85
80
75
70
Performance%
_X=85.58
UCL=98.07
LCL=73.09
2
2
2
1
22
SURGICAL CARE IMPROVEMENT PROJECT (SCIP) BUNDLE
2008 Target: 79%
2007 Target: 77%
2/9/09
(January 2007-December 2008)
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our EDdischarged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
Improve communication and optimize ED process, in order to
provide timely quality care, with ED discharged home patient LOS
of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of careDefined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patientsdischarge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solutionBuy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
InitialCare
Doctor Treat Disp Plan Discharge
13
PDCA Applied to Healthcare Processes
Process Map
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Write a sentence that defines the problem you aretrying to solve.
The problem is the gap between the current stateand the goal.
Select one problem per PDCAAct Plan
DoCheck
14
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What is the gap that you are trying to close?
Goal
Goal
New Goal
GAP
GAP
ORPatientSatisfact
ion
PatientSatisfact
ion
Problem: understanding the gap
15
Process that is declining in
performance and currently not
achieving desired target.
Sustained performance compared
to initial goal. New level of
performance is identified.
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Example Problem Statements
BEST 78% of outpatients have missing/incomplete testing on day of procedure whichresults in 75% of the first cases to be delayed by more than 15 minutes.
38% of patients arriving at the Imaging Department Check-In desk wait longer than 15minutes before being met by Liaison to take them to their CT scan.
AWV reimbursement is new from Medicare in 2011. The Clinic has approximately
44,000 patients that qualify for an AWV. This represents approximately $14.8M Grossand $7.4M Net revenue opportunity.
GOOD
Average OR room turnover is 32 minutes which is higher than the national
average of 20 minutes.
There are 200-300 calls on average requesting information, distracting the desk
operators from their duties. OR staff and surgeon frustration with process breakdowns leading to performance for
OR turn-around time, On-Time Starts, and associate satisfaction that does not meetnational best practice
BAD
Associate and physician satisfaction is low.
16
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.
ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of care
Defined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solutionBuy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
17
PDCA Applied to Healthcare Processes
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How will you measure success?
KRA goal or other goal that you are tryingto impact.
Think SMART!Act Plan
DoCheck
18
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Goal How will we know if we are achieving the
future state?
How will we know if we are successful?
Metrics must be SMART
Specific
Measurable
Achievable
Relevant
Timely
Metric Baseline Goal By When ActualPerformance
Patient WaitTime
50 minutes 30 minutes 12/31/2012
Room Turn-Around Time
45 minutes 20 minutes 12/01/2012
Example Metric Chart
19
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.
ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of care
Defined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solutionBuy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
20
PDCA Applied to Healthcare Processes
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What is causing the problem?
What prevents us from achieving the goal?
Why does the cause exist?
Is there a highest priority cause?Act Plan
DoCheck
21
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Root Cause Analysis
22
What is it?
An identified reason for the
source or origin of an event
or defect.
How to do it?
An iterative, question-asking method used to
explore the cause/effect
relationships underlying a
particular problem.
Be sure to not stop at anartificial reason.
Results:
Ultimate goal is to
determine a root cause of a
defect or problem.
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Five Whys - Example
Thomas Jefferson Memorial preservation:
The National Park Service noticed the ThomasJefferson Memorial in Washington, D.C., was
deteriorating faster than other monuments. Parkservice rangers investigated the problem withthe five whys technique, which keeps asking"Why?" for five or more times, and formed thefollowing chain of causation:
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Five Whys - Example Whydoes the memorial deteriorate faster?
Because it gets washed more frequently.
Whyis it washed more frequently?
Because it receives more bird droppings.
Whyare there more bird droppings?
Because more birds are attracted to the monument. Whyare more birds attracted to the monument?
Because there are more fat spiders in and around themonument.
Whyare there more spiders in and around the monument?
Because there are more tiny insects flying in and aroundthe monument during evening hours.
Whymore insects?
Because the monument illumination attracts more insects.
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of care
Defined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solutionBuy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
25
PDCA Applied to Healthcare Processes
5 Whys:
Why? Time is wasted looking for charts
Why? Charts never in central designated location
Why? Care givers would take chart to see patients by bedsideWhy? Chart information is needed for patient care
Why? Chart is placed far away from care site
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What are the solutions to addressthe root cause?
What activities need to take place?
Who will be responsible? When?
Document in the action plan!
Create the WIIFM
Act Plan
DoCheck
26
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Brainstorming
27
What is it:
Group technique for generating many ideas in a short period of time
An invitation to think outside of the box
How to do it:
Clearly state the topic and brainstorming guidelines
Give people plenty of time on their ownat the start of the session to generate asmany ideas as possible.
Collect ideas on Post-Its or Flipchart.
Encourage people to develop other people's ideas.
Encourage an enthusiastic, uncritical attitude among members of the group.
Ensure that no one criticizes or evaluates ideas during the session and welcome
creativity!
Results:
A collection of ideas (no idea is too big or too small)
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Brainstorming: Affinity Diagram
Group ideas andcreate solutioncategories/themes
28
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Action Plan
How to do it:
Define the key steps to implement the solution
Who will do each step
When the step should be completed
Identify plan to follow up and review the status of all assigned tasks
Results:
Critical to document and make visually available all action items
planned by the team.
What is it:Tool that specifies the necessary tasks that
must be executed to implement the solution
to your problem. It contains the name(s) of
person(s) responsible and a time frame for
completing the task.
What (Tasks) Who When StatusStart End
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Who(one
person)
What (startwith verbs)
When
30
Action Plan - Example
# What (Tasks) Who When Status Comments
Start End1 Create new Standard Work to include
process change
Gloria 11/1 11/7
2 Begin placing patient charts in ED
patients room
Susan 11/1 11/7
3 Teach ED associates the new process Gloria 11/8 11/144 Implement data tracking log Susan 11/15 Ongoing5 Obtain Walkie Talkies Steve 11/7 11/146 Go-Live with new process ALL 11/15 Ongoing
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of careDefined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solution
Buy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
31
PDCA Applied to Healthcare Processes
What (Tasks) Who When
Start End
Create new Standard Work to include
process change
Gloria 11/1 11/7
Begin placing patient charts in ED
patients roomSusan 11/1 11/7
Teach ED associates the new process Gloria 11/8 11/14
Implement data tracking log Susan 11/15 Ongoing
Obtain Walkie Talkies Steve 11/7 11/14
Go-Live with new process ALL 11/15 Ongoing
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What is the progress/result in lightof your original goal?
Do the actual results match theplanned results?
Act Plan
DoCheck
32
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Check Make sure you are making progress
Update action plan accordingly
Review metric chart Did you achieve your goal?
Continue for 30/60/90-day sustainment
Metric Baseline Goal By When
Actual
MonthlyPerformance
Patient WaitTime
50 minutes 30 minutes 12/31/2012 55 minutes
Room Turn-Around Time
45 minutes 20 minutes 12/01/2012 19 minutes
33
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of careDefined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solution
Buy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
34
PDCA Applied to Healthcare Processes
What (Tasks) Who When
Start End
Create new Standard Work to include
process change
Gloria 11/1 11/7
Begin placing patient charts in ED
patients roomSusan 11/1 11/7
Teach ED associates the new process Gloria 11/8 11/14
Implement data tracking log Susan 11/15 Ongoing
Obtain Walkie Talkies Steve 11/7 11/14
Go-Live with new process ALL 11/15 Ongoing
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Adjust if it didnt work, reassess andmake changes.
Standardize if it worked, documentstandard process if solution solved theproblem.
Expand implementation to other areasas appropriate.
Ensure ongoing PDCA to sustainresults.
Celebrate WINS!
Act Plan
DoCheck
35
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What Worked/What Didnt Work
36
What worked What didnt workWhat is it:
A simple tool to capture whatyou learned.
Results:
A list of positive andnegative outcomes of your
attempt to solve theproblem.
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PLAN DO
Background Information:
Inconsistent ED work practices create a chaotic and exhausting
work environment.ED LOS metrics are too high, well above benchmark
Problem Statement:
Inconsistent practices contribute to inefficiencies for our ED
discharged home patients with an average LOS of 181 minutes, well
above the national benchmark of 90 minutes.
Goal:
To achieve timely and quality care for our ED discharged home
patient with a LOS of 90min by January 2012.
Cause Analysis:
No Communication Tool to communicate patient readiness
No standard workflow
No Standard Patient Assignment process for Physicians
Chart is placed far away from care site
Chart Flow beginning in patient room
RN, Tech, Physician assess patient together and
share the plan of careDefined Roles and Standard Work
Identify a communication tool with All-Call
feature to communicate a new patients arrival,
and patients discharge readiness.
CHECK
Metric Baseline Remeasure Target
LOS Discharge 181min 136min 90min
Door to
Physician
55min 34min 30min
Door to Lab
Received
71min 61min 35min
ACT
Metrics trending positive, continue to implement.
What worked What didnt work
Education before
implementation
Ownership of solution
Buy-In to try
Need more time to
trial process on
various patient days
Pt Arrives Greet Triage Register To Room
Initial
CareDoctor Treat Disp Plan Discharge
37
PDCA Applied to Healthcare Processes
What (Tasks) Who When
Start End
Create new Standard Work to include
process change
Gloria 11/1 11/7
Begin placing patient charts in ED
patients roomSusan 11/1 11/7
Teach ED associates the new process Gloria 11/8 11/14
Implement data tracking log Susan 11/15 Ongoing
Obtain Walkie Talkies Steve 11/7 11/14
Go-Live with new process ALL 11/15 Ongoing
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PDCA Applied to Key Result Areas
38
PLAN DO
Background Information:
In Press Ganey Q2 2012 report, Home Care Office identified that the
question Family informed regarding progresspresents a low mean score
in the last two quarters. This question is rated as of high importance to
patients in the same report.
Problem Statement:
Patient satisfaction mean score for the question Family informed
regarding progress in Q2 2012 was 87.5. In order to achieve the 75th
percentile goal, the mean score for this question should be 91.7.
Goal (think SMART):
Increase Press Ganey mean score for question Family informed regarding
progressby 4.2 points by the end of 2012.
Cause Analysis:(5 whys)
Patients do not perceive that we keep family members informed of
progress
Families are complaining they are not adequately informed of progress
Staffs who care for patients are not informing the families of patients
progress
No standard process for how staff communicates patients progress
with family/friends (root cause)
See Action Plan:
Action plan attached.
CHECK
Awaiting further results to evaluate success.
Question: family informed regarding progress
Baseline (Q2) Q3 Q4 Target
87.5 91.7 (75th
%ile)
ACT
What worked What didnt work
Team based approach to
brainstorm issues and
barriers
Engaging team in the
action plan development.Communication sheet
facilitates the
communication of progress
because it helps summarize
message.
Team perceives
communication
log as busy
work, consider
revising theprocess.
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PDCA Applied to Key Result Areas
39
Action Plan
# What (Tactics/Tasks) Who When Status
Start End1 Create draft of communication log. Jenny 8/20/12 8/24/12 Completed
2 Create draft of communication sheet. Jenny 8/20/12 8/24/12 Completed
3 Review communication log and sheet with clinical
staff for feedback.
Jenny 8/20/12 8/31/12 Completed
4 Review with clinical managers and BSS how to
incorporate communication log/sheet into folders.
Jenny 8/27/12 9/6/12 Completed
5 Communicate new tools and how to use to field
staff.Jenny 9/6/12 9/6/12 Completed
6 Educate field staff on communication tools for new
and existing patients.
Jenny 9/6/12 9/6/12 Completed
7 Survey field staff at September staff meeting to
inquire if communications tools are helpful.
Jenny 9/20/12 9/20/12 Started
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PDCA Applied to Key Result Areas
40
PLAN DO
Background Information:
In Press Ganey Q2 2012 report, Home Care Office identified that the
question Family informed regarding progresspresents a low mean score
in the last two quarters. This question is rated as of high importance to
patients in the same report.
Problem Statement:
Patient satisfaction mean score for the question Family informed
regarding progress in Q2 2012 was 87.5. In order to achieve the 75th
percentile goal, the mean score for this question should be 91.7.
Goal (think SMART):
Increase Press Ganey mean score for question Family informed regarding
progressby 4.2 points by the end of 2012.
Cause Analysis:(5 whys)
Patients do not perceive that we keep family members informed of
progress
Families are complaining they are not adequately informed of progress
Staffs who care for patients are not informing the families of patients
progress
No standard process for how staff communicates patients progress
with family/friends (root cause)
See Action Plan:
Action plan attached.
CHECK
Awaiting further results to evaluate success.
Question: family informed regarding progress
Baseline (Q2) Q3 Q4 Target
87.5 91.7 (75th
%ile)
ACT
What worked What didnt work
Team based approach to
brainstorm issues and
barriers
Engaging team in the
action plan development.Communication sheet
facilitates the
communication of progress
because it helps summarize
message.
Team perceives
communication
log as busy
work, consider
revising theprocess.
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AdditionalQuestions
Mariana Lipp Haussen,
Operations Improvement
630.990.8114
Rebecca Lechowicz,
Operations [email protected]
630.990.8389
Mike Virgilio
Director Operations [email protected]
630.990.2649
Amy Herbst
Director Operations Improvement
630.990.8389
41
Key Takeaways
Build confidence with the PDCAtools by applying to small
problems.
Different problems require
different tools, you dont have to
use them all.
PDCA is to engage front line
associates.
Dont be afraid to experiment.
There is no failure if you learned
with your PDCA!
Continuous improvement is an
ongoing effort.
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]8/13/2019 06 Lipp Haussen PDCA Presentation
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Additional Course Information Change Acceleration Process (CAP)
Data Analysis (Excel Basic & Excel Intermediate)
WorkOut (WO)
Effective Meeting Facilitation Statistical Process Control
Project Management 101
Six Sigma
Lean Fundamentals
Search words: Performance Enhancement in ALEXAdvocateOnline>Divisions>Advocate Performance Enhancement>
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Questions?