collaborative healthcare improvement of patient … healthcare improvement of patient services ......
TRANSCRIPT
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Collaborative Healthcare
Improvement of Patient Services
“CHIPS”Long Island Jewish Hospital
Fatima Jaffrey, MD, MS*
Department of Medicine
Bette and Jerome Lorber Foundation for the Advancement of Medical Education
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At The End of the Day…
• Patient care is only as good as the care
that is delivered by frontline staff. The
frontline staff or the places where
patients, families and care teams meet
are called Clinical Microsystems.
DMIC
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Microsystems are the building blocks that
come together to form Macro-organizations
The health system can
be no better than the
small systems … DMIC
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Science-based Improvement
“Generalizable
Scientific evidence” +“Particular
Context”
“Measured
Performance
Improvement”
• control for
context
• generalize
across
contexts
• sample design
I• understand system
“particularities”
• learn structures,
processes,
patterns
II
• balanced
outcome
measures
III
• certainty of cause & effect,
shared importance
• loose-tight coupling
• simple-complicated-complex
IV
• strategy
• operations
• peopleV
DMIC
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So, why focus on the
“clinical microsystem?”
• Basic “building block”
of health care as a
system.
• Unit of clinical policy-in-
use.
• Locus of most
workplace “motivators”
and many
“demotivators”
• Most variables relevant to patient satisfaction controlled here.
• Where “good value” and “safe” care are made.
• Where most health professional “formation” occurs after initial preparation.
DMIC
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High Performing Clinical Microsystems
Information
&
Information
Technology
Staff• Staff focus
• Education &
Training
• Interdependence
of care team
Patients• Patient Focus
• Community &
Market Focus
Performance• Performance
results
• Process
improvement
Leadership• Leadership
• Organizational
support
Not a single bullet
but rather a
special blend.
DMIC
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A Framework for Execution Executing for System-Level Results: Part 1
by Tom Nolan, IHI Senior Fellow
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Clinical Microsystem Idea
• Tightly organizes the unit around the needs of
the patient
• The provider/patient interface efficiency is
improved by
– understanding purpose, patients, professionals,
processes, and patterns important to that interface-
5P’s
– Conducting small tests of change and measurement-
PDSA cycles
– Creating evidence of the change- Balanced
scorecard
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Small groups
Task
Force
Team
Crew
PDSA cycles
Flow charts &
deployment
charts
Fishbone
diagramsMeeting
skills & disciplines
Variable
0
5
10
15
20
25
30
35
40
Date
Ou
nc
es
Run charts &
control charts
Global Aim
Template
Data & measures
F
£
C S
Clinical value
compass
Clinical
Microsystems5 P’s
DMIC
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CHIPSTeam Members
• A former unit patient
• Attending Physician
• Resident (PGY 2)
• Unit Nurse Manager
• Day shift RN
• Night shift RN
• Case Manager
• Unit Secretary
• Patient Care Assist
• Housekeeper
• Transporter
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Global
Aim
1
2
3
Assessment
Theme
Global Aim
Change Ideas
Specific Aim
Measures
SDS
A
P
DS
A
P
DS
A
P
DS
A
PDSA
1
3
2
Assess Your
Clinical
Microsystem
Using the 5P
FrameworkDMIC
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Themes, Processes, Aims,
and PDSA Cycles
Patient and Staff Satisfaction, Reliability &
Consistency, Match Supply and Demand
Discharge
Process
Falls and Patient
SafetyGlobal Aim &
Process
PDSA
PDSA
PDSA
PDSA
PDSA
PDSA
T- 2 hours
Spec. Aim
Spec. Aim
Spec. Aim
Spec. Aim
Spec. Aim
PDSA
PDSA
PDSA
Voiding round
Population
Spec. Aim
PDSA
PDSA
PDSA
PDSA
PDSA
Spec. Aim
Spec. Aim
Spec. Aim
Spec. Aim
Spec. Aim
DMIC
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Execution Plan
First 6 months: Monthly action-based learning sessions one day each month for 3 hours in afternoon
– 20 minutes from executive leadership for monthly briefings
• Weekly Team Meetings- applying learnings
• Celebration and Reflection with leadership
• Continue utilizing methodology in daily work
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Benchmarks
• US Department of Defense
• Cincinnati Children‟s Hospital
• Geisinger Health System
• Cooley-Dickinson Hospital
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Theme: Infection- C diff
# of Pts with C difficile by week 4North 9/1/08-10/31/08
0
1
2
3
4
5
6
4 North C
difficile
weekly
incidence
9/1-9/7 9/8-9/14 9/15-9/21 9/22-9/28 9/29-10/5 10/6-10/12 10/13-
10/19
10/20-
10/26
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5 patients assessed
from time of admission
to time that new
patient admitted to the
same room using this
questionnaire.
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Process
ABTX use,
history of C
Diff, ROS
ABTX use,
history of C
Diff, ROS
Recent abtx
use, history of
C Diff, ROS
Neutropenic/
Non-
neutropenic
Admitting
Diagnosis (es)
Pt assessed by
Attending
Pt assessed by
Intern, Resident,
Fellow
Pt assessed on
arrival by RN
Pt admitted to 4N
from ED, ACT,
NSGH, home
Admission
orders written
Hand-washing
Universal
Precautions
Hand-washing
Universal
Precautions
Hand-washing
Universal
Precautions
Room: 4/2/1
bed, isolation
status
Process Map:
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ROS + diarrhea,
Stool c-diff #1
sent, ppx abx
NO
Full course ABTX,
contact precautions,
designated equipment:
Stethoscope, BP cuff
Stool C diff positive
Stool c-diff #2, 3
sent, prophylactic
ABTX
Isolation, Contact
Precautions
YES
Process Map:
Universal
Precautions
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C diff resolved,
Pt D/C
Admitted to same
room
New pt risk
assessed
Terminal Cleaning ?
Process Map:
What is Terminal Cleaning?
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Process
+ABTX use,
+h/o C Diff, +
diarrhea
+ABTX use,
+h/o C Diff, +
diarrhea
+ABTX use,
+h/o C Diff, +
diarrhea
+ Neutropenic
Dx: Neutropenic
Fever, Dehydration,
r/o C Diff
Pt assessed by
Attending
Pt assessed by
Intern, Resident,
Fellow
Pt assessed on
arrival by RN
Pt admitted to 4N
from home
Broad
spectrum
ABTX, +++
Hand-washing:
pre: no, post:
no, no gown
Hand-washing:
pre: no, post:
no, no gown
Hand-washing:
pre: no, post:
yes, no gown
4-bed Room
(regularly
cleaned), 1
bathroom, 1 PCA
Process Map for Patient #1:
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ROS +, diarrhea,
Stool c-diff #1
sent, ppx +++
NO
Full course +++, cont.
contact precautions
Stool C diff positive
Stool c-diff #2, 3
sent, Cont ppx ++++
No Isolation,
+ Contact
Precautions
YES
Patient 1:
Universal
Precautions
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Gloves: yes, Hand-wash:
Pre No, Post Yes, No
gown, no designated
equipment
New pt: not
neutropenic, no h/o C
diff, ABTX, or
diarrhea
Bed/Area terminally
cleaned
C Diff unresolved,
pt moved to private
room
Patient 1:
New pt admitted,
developed C diff
Neighbor in room:
Non-neutropenic female with ESRD on HD, had been admitted with dehydration, stage 4 pressure ulcer, FTT.
Being treated with IV Abtx, No hx of C diff; was stable pending dispo.
Patient 1 with C Diff was admittedto same room with staff notfollowing contact precautionsor universal precautions, withno designated equipment,sharing one bathroom, one PCA.
Developed C diff 3 days afterPatient 1 was admitted to room.
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Terminal
Cleaning:
Should take
45 min-60 min!
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Change Ideas:
1. Notify Dietary of patients with C Diff
2. Sinks operated by foot pedals
3. Improve communication from ER on admission
4. Eliminate 4-bedded rooms
5. Check/clean equipment weekly
6. Sink outside every room
7. Adding additional Housekeepers
8. Motion-sesored toilet flush, soap, papertowels
9. Educate Housekeeping
10. C diff protocol sheet
11. Educate Housestaff
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Plan/Do:
• 1st change idea was: Educate Housestaff
• We included all the staff on 4N:
– Housestaff
• Reminders about Contact precautions
• Tracking C diff cases during Attending rounds
– RNs/PCAs
• Morning Huddle to discuss patients with C diff and
Contact precautions
– Visitors
• Signs
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Results:
4 North C difficile weekly incidence
0
1
2
3
4
5
6
9/1-
9/7
9/8-
9/14
9/15
-9/2
1
9/22
-9/2
8
9/29
-10/
5
10/6
-10/
12
10/1
3-10/1
9
10/2
0-10/2
6
10/2
7-11/2
11/3
-11/
9
11/1
0-11/1
6
11/1
7-11/2
3
11/2
4-11/3
0
12/1
-12/
7
12/8
-12/
14
Weeks
Nu
mb
er
of
Cases
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Observations of Terminal Clean– Quick
– No bleach used
– Equipment not cleaned
– Bathroom not cleaned
– Sink not cleaned
– Gloves not changed between cleaning dirty room and restocking with clean linen, etc.
2nd change idea: Adding additional Housekeepers
• Housekeepers wouldn‟t be pressed for time and could clean more thoroughly.
• This idea is more difficult to test quickly.
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New Plan/Do:• We aim to improve the cleaning process
– Educate housekeeping about C diff
– Reevaluate the process of Terminal Cleaning
• To test our hypothesis in a short period of time:– Study 2 of our 4-bedded rooms, randomly assign:
– Room 1: Terminally clean all “high-traffic” contaminated surfaces daily !
• Toilet, Flush handle, Sink, Door knobs
– Room 2 (control): cleaned with the current housekeeping schedule and protocol.
Track incidence of C diff in neighbors of C diff patient
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Looking ahead…
• We will continue to track C diff cases
• Work on our next specific aim and test
PDSA #2
– Nosocomial UTIs in patients with Foley
catheters.
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Specific Aim
• By December 11th, we aim to decrease
total falls from 27 to 13 absolute falls.
• Metric: falls
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8N Total Falls 7/07- 12/08
8N Total Falls June 2007- December 2008
-4
1
6
11
16
Date
Falls
2007
Mean: 3.8
Upper Control Limit: 15.24
Lower Control Limit: -8
Conclusion: Highly variable process
2008
Mean 1.8
Upper Control Limit: 3.13
Lower Control Limit: 0.47
Conclusion: - Variability, + control
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8N Night Falls 7/07- 12/08
8N Night Falls June 2007- December 2008
0
2
4
6
8
10
Jun-
07
Aug
-07
Oct
-07
Dec
-07
Feb-
08
Apr
-08
Jun-
08
Aug
-08
Oct
-08
Dec
-08
Date
Fa
lls
on
Nig
hts
hif
t
6/07-12/07 Mean: 3
UCL: 6.667
LCL: -0.667
Conclusion: Highly Variable
Can improve significantly
6/08-12/08 Mean: 0.714
UCL: 1.71
LCL: -0.29
Conclusion: -Variability, +Control
Less room for improvement
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PDSAs to date
• Plan: Voiding Rounds
• Do: PCAs direct voiding from 10 pm – 12 am
• Study: 1 fall, 55 y/o ETOH patient
• Act: Include psych dx, ETOH
• Study: 1 fall Diarrhea patient falls- 3 a.m.
• Act: Elimination Rounds initiated on nightshift tracked with “E” on hourly rounds sheet with verbal reminders
• Study: 0 night falls
• Act: In service education by Pharmacist on psychotropic meds, interactions, etc.
• Study: 0 night falls
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Results
• Aim: 13 total falls over 6 months 5/20/08-
12/11/08
• June- December 2007: 27 falls in 7 months
• Achieved Specific aim with 4 PDSA cycles
• Specific Aim #2:
– By March 15, 2009 we aim to have total 5 falls on 8N
in 3 months.
– Metric: Falls
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Experimentation to Standardization
• Elimination Rounds decrease night time
falls
• Work on habit-building
• Test reminders/ huddles
• Aim: Maintain 0 falls at night by
standardizing elimination rounds by PCA
staff on 8N
• Lessons: Understanding variation
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Day Falls- Continuing Assessment
• Assessment Methods
– Chart Reviews
– Process Mapping/ Direct Observation
– “E” on hourly rounds sheets
• Data does not support that consults,
discharge process or timeliness of PT
evaluations are contributing to falls
• Goal: 4 PDSAs/ month
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Theme
• Patient Safety
• Infection Control
• Decreasing Nosocomial Infection rates in
MICU/ PCU
• Hunch: “Let‟s work on improving MRSA
Swabbing compliance so we can better
track conversion rates!”
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Facts about our practice• Infection Control collects aggregate data
• Available metrics are not amenable to rapid cycle testing
• Sepsis - broad diagnosis that cannot be distilled down to a specific secondary diagnosis that is a pure metric
• MRSA Swabbing tests for MRSA Carrier status– Carrier status does not increase risk, but is a marker of
transmission
• Isolation is the main practice in place to prevent transmission of MRSA
• MRSA conversion rates are a better way to monitor how well we are doing with our infection control practices
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Metrics that Matter:
MRSA Conversion Rate
• Patient subpopulation: MRSA Negative
Patients
• Process: Prevent MRSA transmission
• Professionals: All MICU/ PCU Staff
• Patterns: MRSA Conversion rate not
currently tracked.
• Innovation: New metric that may be a
more practical metric to monitor
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What is our
MRSA Conversion
Rate?
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Challenge
MRSA Screening compliance currently only 40% in MICU and 46% in PCU, so we can‟t even begin to assess the conversion
rate until this is improved
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Global Aim
We aim to improve our infection control practices in the MICU/PCU as measured by MRSA conversion rates.
• The expectation is that those admitted with a negative screen will be discharged with a negative screen.
• Conversion rate is a pure measure of our prevention practice, this will allow us to monitor our performance.
• By working to improve this process we hope to minimize exposure to pathogens thereby resulting in fewer nosocomial infections
• Decreased nosocomial rates will reduce costs to the health system and decrease the burden of illness for our patients
• It is important to work on this now because:– Nosocomial infections increase the burden of illness, increase inpatient
length of stay, and significantly complicate the hospital course.
– Reimbursement will soon cease for nosocomial infections
– improvements we generate can feed forward to the organization as a whole to improve infection control practices
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Specific Aim
• We aim to improve MRSA swabbing
compliance from current 40% to 100%, so
that we have a reliable metric with which
to track our work.
• Side effect: Also will monitor how
successful we are at getting everyone
involved with improvement efforts
• Metrics
– MRSA Swabbing compliance
– Conversion Rate
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MRSA Swabbing
• What is the swabbing process?
To be performed on admission, every Monday thereafter (unless positive), and then upon transfer from the unit
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PROCESS
• gathering necessary supplies
PEOPLE
EQUIPMENT
swabs
MRSA Swabbing Compliance
MRSA Swabbing Process
reminders i.e. for orders, labels or swabs
• work flow delay i.e. waiting for orders/ print
out of labels
• RN
• MD
• UR
PA
Infection Control
consistency with ordering i.e. every Monday, every
admission/discharge
labels
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What are our ideas for improving
compliance?
• Revise necessary forms to reflect new practice
• Re-education MD/PA to order as routine part of admissions process
• Charge RN to monitor
• Place swab in admission folder
• Stop sign on transfer summary
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PDSA Cycle
• Plan– Revise Plan of Care Form
– Educate staff: Nursing verbally, email, communication board
PA memo, MD verbally, reinforced on daily rounds
• Do– Observations of swabbing
– Education- read directions
• Study – Compliance of swabbing
– Conversion rates
• Act – Next steps-educating new resident rotations
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0
10
20
30
40
50
60
70
80
90
100
n % compliance
1-Dec
2-Dec
3-Dec
4-Dec
5-Dec
6-Dec
7-Dec
8-Dec
MICU Swabbing compliance Dec 1st-8th
Conversions
40% to 100%
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0
10
20
30
40
50
60
70
80
90
100
n % compliance
1-Dec
2-Dec
3-Dec
4-Dec
5-Dec
6-Dec
7-Dec
8-Dec
Conversions
PCU Swabbing compliance Dec 1st-8th
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Next Steps:
• Infection Control (IC) on team
• We have begun collecting MRSA conversion
data (anticipate 6 weeks for adequate sample)
• IC to provide Conversion rate; MICU/PCU will
track weekly on run chart
• Work on improving compliance, so we can be
sure we have a „pure‟ marker for our
performance
• Continue with the PDSA Cycles to test ideas for
improving compliance
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References
• Nolan TW. Execution of Strategic Improvement Initiatives to Produce System-Level Results. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2007.
• Nelson EC, Batalden PB, Huber TP, Mohr, JJ, Godfrey MM, Headrick, LA, Wasson, JH: Microsystems in Health Care: Part 1. Learning from High-Performing Front-line Clinical Units. The Joint Commission Journal on Quality Improvement. Volume 28 (9): 472-493, 2002. Reprinted with Permission.
• Eugene C. Nelson, DSc, MPH, telephone and electronic mail interview, 2007• Marjorie Godfrey, telephone and electronic mail interview, 2007• Kathleen Iannacchino, telephone and electronic mail interview, 2007• Diana Luan, RN, PhD, Sr. Research & Policy Specialist, Department of Defense,
Center for Education & Research in Patient Safety, telephone and electronic mail interview, 2007
• Stephen E. Muething,MD, Assistant Vice President for Patient Safety, Associate Professor, General & Community Pediatrics, Health Policy & Clinical Effectiveness, telephone and electronic mail interview, 2007
• Donna Truesdell RN, MS, CPHQ, Director, Quality Improvement Cooley-Dickinson Hospital, telephone and electronic mail interview, 2007
• CPMRC
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Creates Knowledge that Supports
Other Tools
PeoplePatients &
Professionals
Process
Outcome Clinical/Process
Measures &
Patterns
Microsystem
Framework
FMEA People Process
OutcomeIdentification of
Potential Cause of
Process Failure
TapRoot ©
RCA Process
People
Involved in
Event
Event
Process
OutcomeIdentification of
Root Cause
ActionProcess
Improvement
ActionProcess
Improvement
ActionImprovements to
provide
Patient Centered,
Safe, Timely
Effective, Efficient
Care
Lean Six Sigma Process
OutcomeReducing
Variation &
Resources
ActionProcess Change
to Reduce
Variation &
Resources