The Quality Improvement Challenge (eBook)

Richard J. Banchs, MD is a board-certified Pediatric Anesthesiologist and the Associate Head for Quality and Safety for the Department of Anesthesiology at the University of Illinois Hospital, Chicago. Dr. Banchs is a Lean Six Sigma Black Belt and Change Management Experienced Practitioner and has served as the Senior Director of the Organizational Process Improvement office at UIC. He is the creator and director of the QI Project Bootcamp: an intensive three-day course that serves the learning needs of the UIC Hospital community of providers and staff. Michael R. Pop, SSMBB, MBA is the Director of Business Process Improvement for the Omron Automation Americas group and a Senior Member of the American Society for Quality (ASQ). He has assisted multiple Hospitals and Clinics implement Lean Six Sigma Operations and coached and mentored numerous healthcare leaders in the use of Statistical Process Control techniques.

Why This Book? x

About the Authors xi

List of Stories, Examples, Exercises, and Case Studies xiii

About the Companion Website xv

Part I The Basics 1

Chapter 1 The Problem with Healthcare 3

Chapter 2 We Need to Improve the Way We Improve 11

Part II The First "R": The Right Project 21

Chapter 3 The Project Selection Process 23

Chapter 4 Frame Your Challenge: The Problem Statement and Charter 36

Part III The Second "R": The Right People 45

Chapter 5 Don't Go at It Alone: Find a Primary Sponsor 47

Chapter 6 Organize Your QI Team and Select the Team Leader 51

Part IV The Third "R": The Right Problem 61

Chapter 7 What is the Scope of the Project? The SIPOC Diagram 63

Chapter 8 Who Are the "Customers," and What Do They Need? 68

Chapter 9 Who Are the "Stakeholders," and What Challenges Do They Have? 81

Part V The Fourth "R": The Right Cause 87

Chapter 10 To Understand a Process, You Need to "Go See" and Create a Map 89

Chapter 11 Get a Quick Win: Identify and Eliminate "Waste" 109

Chapter 12 Measure What Matters: Choose the Right Project Metrics 124

Chapter 13 Practicalities for Planning and Collecting Baseline Data 137

Chapter 14 Define Baseline Performance: Is the Process "Stable"? 147

Chapter 15 Tools to Characterize the Type of Variation: The Run Chart 176

Chapter 16 Tools to Characterize the Type of Variation: The Control Chart 186

Chapter 17 Define Baseline Performance: Is the Process Capable? 207

Chapter 18 How to Identify and Prioritize the Most Likely Cause of the Problem 222

Chapter 19 Before Proceeding, Confirm the Cause-and-Effect Relationship 242

Part VI The Fifth "R": The Right Solution 253

Chapter 20 Develop and Prioritize Your Improvement Ideas 255

Chapter 21 Test the Effectiveness of Your Ideas with a Pilot 280

Chapter 22 Improve "Flow" and Work Conditions 288

Chapter 23 Now Roll-Out Your Improvement Ideas and Make Them "Stick" 310

Part VII Additional Things You May Need to Know 331

Chapter 24 How to Prepare and Conduct a Tollgate Review 333

Chapter 25 How to Communicate Effectively to Engage the Frontline 339

Chapter 26 How to Lead an Effective Team Meeting 354

Chapter 27 How to Help Your QI Team Become a High-Performing Team 369

Chapter 28 Steps and Strategies to Effective Decision-Making 393

Chapter 29 What Neurosciences Can Teach Us to Motivate People to Change 403

Chapter 30 How Does it All Fit Together? The MRI Suite at St. Mary's Hospital 421

Appendix 449

Appendix I Common Improvement Tools and Techniques 451

Appendix II Glossary of Improvement Terms 457

Appendix III Additional Resources 460

Index 463