how to do it! a short course on quality improvement › fis2013 › final fis pdf...this can tell...
TRANSCRIPT
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+
How to do it! A short course on
Quality Improvement
Dr Emma Donaldson Gastroenterology SpR
Dr Imran Qureshi Microbiology SpR
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+ How I became involved in QI
and how I was supported
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+ How do you engage with
trainees to work on QI?
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+ Why do you think trainees don’t
engage with QI
Don’t know what it is
Do not feel empowered to get involved
Don’t think that getting involved will amount to anything
Laziness
Do not feel that is has anything to do with them
Selfishness
‘What will I get out of it?’
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+ How do we get trainees to engage
with QI?
We tell people about it – an appeal to altruism
We explain the benefits over audit
Some people are forced – never a good idea
Mostly we resort to bribery
Certificates
Posters
Presentations
Other opportunities
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+ DAPS Global
QI Program
Summer School
Safety Tour
DAPS Relay
Awards
www.dapsglobal.com
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+ Going through a QIP
Practically
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+ What is Quality Improvement
Research:
Provides the evidence
Tells us the RIGHT THING TO DO
Quality Improvement:
Helps us develop systems to deliver care
Ensures we are DOING THE THING RIGHT
Audit:
Provides assurance of excellent care
CONFIRMS WE ARE DOING THE RIGHT THING, RIGHT
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+
Every system is perfectly designed to get the results that it gets
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+ Where we are now is where we got as a result of:
lots of clever, committed, caring people
who know their work
trying as hard as they can
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+
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+
Moving on from where we are now, therefore, needs new tools that we haven’t used before
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+
Model for Improvement
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Model for Improvement
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+ Start with the aim…
The solutions come last
Let solutions come from the team
If you have a good idea, the team will have it too
Then they’ll own it
If they have a bad idea, let them test it
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+ A Good Aim
S pecific
M easurable
A chievable
R elevant
T ime limited
Stre-e-e-e-e-e-e-e-e-e-etch
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+ Aim statements
1 – provide adequate pain control to all patients.
2 – 90% of patients who report that they had pain will
respond “yes” to “did staff do all they could to control your
pain” by June 2012
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+ AIM
To increase/decrease …………………
by ……… %
by date ………….
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+
“The greatest danger for most of us is not that our aim is too high and
we miss it, but that it is too low and we reach it.”
Michelangelo
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+ A Driver Diagram
Reinforces the aim statement as the goal
Clarifies the big picture
Identifies primary system components
Aids in development of measurement
Most importantly: Helps teams to articulate
their contribution to the overall aim and
avoid missing important system components
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50% reduction in
acute central line
infections in ICU,
MHDU and Renal
(G3/Renal Unit)
by June 2009
•Nominate 2 clinical leads from your ward
•Introduce systems for:
• competency training
• quality assurance
• encouraging reporting for learning
Leadership, Governance & Staff Education
Process
Standardisation
Patient Involvement
•Introduce system of assessment for most appropriate line
•Paired insertion of central lines mandatory throughout
•Mandatory use of care pathways
•Daily review for removal
•Consider recruiting patient champion
•Introduce system of appropriate communications
•Involve patients in early identification of infection
Measurement
•Present data in ward area
•Introduce reporting system
•Celebrate success
•Develop system for measuring catheter days
Central Lines
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+ Key Learning Points
How do you know if something is a primary driver?
if you take the driver out then the whole goal is unlikely to be achieved
Most people focus on one or two system components (primary drivers) and then wonder why the project hasn’t succeeded
Teams can share learning by working in different areas of the driver diagram and sharing learning
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+ Limitations of drivers
Not a perfect science
Will require ongoing amendment
Interplay between drivers
Contribution of each driver is unlikely to be equally
distributed
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Model for Improvement
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The 3 reasons for measurement
Measurement for
Improvement
Source: Robert Lloyd IHI 2006
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+ C-Diff Measures
Aim: To reduce the incidence of c-diff on the elderly care wards by 50% by December 2007
Outcome Measures
The number of c-diff cases per year
Process Measures
% compliance to hand hygiene
Balancing Measures
The number of complications arising from inadequately treated infections
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+ Stroke Measures
Aim: To achieve a score of 95% on the Sentinel audit by October 2008
Outcome Measures
Audit score
The mortality rate of stroke patients
Process Measures
The % of patients receiving a brain scan within 24hrs
Balancing Measures
Time spent by ward staff completing forms
Wait time for other patients requiring
brain scan
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+
Using the data
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+
The project
Did we achieve anything, are things better?
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Ways to display data: Static
View…
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Ways to display data: Dynamic View…
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+ Average Before=8 hours delay
Average After=3 hours delay
DG 1-11/12
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+ Run Charts
Viewing TIME ORDERED DATA is a powerful way of detecting change
It can tells us when a real change has occurred
The pattern contains additional useful information
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+
So in Quality Improvement we are concerned with plotting data over time in order to
understand variation in processes
“If I had to reduce my message for management to just a few words, I’d say it all had to do with reducing
variation”
W.E.Deming
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+ Types of Variation
Common Cause
Is due to natural and regular causes
Results in a ‘stable’ process
Also known as random variation
Special Cause
Is due to irregular or unnatural causes that are not inherent to the process
Results in an ‘unstable’ process that is not predictable
Also know as non-random variation
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+ Understanding variation
The outcome of every process is affected by lots of little
things
Each of these little things varies naturally
All these little variances add up
This makes the process vary over time
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+
Wait to see doc Time to get
CXR Time to XR
review Time to
prescription Time to draw up
Time to admin
0
20
40
0
50
100
0
50
100
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+
0
50
100
150
200
250
1 2 3 4 5 6 7 8
Antibiotic drawn up
Antibiotic prescribed
Xray seen
Xray
Porters
Order Xray
Clerk/exam
See doc
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+
0
50
100
150
200
250
1 2 3 4 5 6 7 8
Antibiotic drawn up
Antibiotic prescribed
Xray seen
Xray
Porters
Order Xray
Clerk/exam
See doc
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+ Common Cause Variation
0
5
10
15
20
25
30
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+
A system can also be affected by a big, unusual influence
The size of the change produced is BIG in relation to the
common cause variances
It happens much less frequently than the common cause
variances
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+
0
50
100
150
200
250
300
350
400
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Antibiotic drawn up
Antibiotic prescribed
Xray seen
Xray
Porters
Order Xray
Clerk/exam
See doc
Major Incident
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+ Special Cause Variation
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+
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+
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+
Engineering science uses a robust approach to detect
deviations from the usual pattern
This can tell you if you have really achieved an improvement,
or if a stable process has deteriorated
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+ %
Of
Patients
% Of Patients Receiving Swallow Screen Within 24hrs
Month
Mean
LCL
June
'07
July '0
7
Aug
ust '
07
Sep
tem
ber '
07
Octobe
r '07
Nov
ember
'07
Dec
ember
'07
Janu
ary '0
8
Februa
ry '0
8
Mar
ch '0
8
Apr
il '08
May
'08
June
'08
July '0
8
Aug
ust '
08
Sep
tem
ber '
08
0
10
20
30
40
50
60
70
80
90
100
8 datapoints
above the mean =
special cause
variation
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+ Examples – Length of Stay
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+
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+
“All improvement will require change,
but not all change will result in improvement”
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50% reduction in
acute central line
infections in ICU,
MHDU and Renal
(G3/Renal Unit)
by June 2009
•Nominate 2 clinical leads from your ward
•Introduce systems for:
• competency training
• quality assurance
• encouraging reporting for learning
Leadership, Governance & Staff Education
Process
Standardisation
Patient Involvement
•Introduce system of assessment for most appropriate line
•Paired insertion of central lines mandatory throughout
•Mandatory use of care pathways
•Daily review for removal
•Consider recruiting patient champion
•Introduce system of appropriate communications
•Involve patients in early identification of infection
Measurement
•Present data in ward area
•Introduce reporting system
•Celebrate success
•Develop system for measuring catheter days
Central Lines
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+ The PDSA Cycle
Plan
• What are you going to
test?
• What do you predict
will happen?
• Develop the test
(Who? What? When?
Where? Data?)
Do
• Try out the test on a small
scale
• Observe & document results
Study
• Analyse data
• Study the results
• Compare results &
predictions
Act
What will you
do next?
• Adapt
• Adopt
• Abandon
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Hunch
Workable
solution
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+ Why test change before implementing it?
It involves less time, money and risk
The process is a powerful tool for learning; from both ideas that work and those that don't
It is safer and less disruptive for patients and staff
Because people have been involved in testing and developing the ideas, there is often less resistance
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+ Successful PDSA Cycles
Think ahead
Small scale
Predict
Test with willing staff
Don’t ask permission or for consensus
Data and documentation
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+ What PDSAs Are Not…
A radical change to a system /process
Full blown trust-wide implementation
Mini projects
Top down directives
‘PDSA’s ‘test’ a proposed change
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+ PDSA principles
Initial ideas usually don’t work
If a PDSA “fails”, then the idea would not work reliably
But lots can be learnt during the process
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+ Small Scale Tests of Change on:
One clinic
One patient
One doctor
One nurse
One day / shift
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+ Stakeholder Engagement
Another critical aspect of improving care
Delivering high-quality patient care is a TEAM effort
Interventions often require other healthcare professionals to
be involved in their implementation
Make sure you identify and consult relevant stakeholders
before you finalise your intervention
Imposition is never welcome, discussion is!
These people will be key at roll-out
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+ Roll-out
Have you demonstrated that you have made an
improvement?
Numbers are essential
Cost-savings are even better!
Co-operation of colleagues in roll-out is a winner
Directorate approval is key
The rest is ‘usually’ plan-sailing
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+
The Spread
1 3 5 All
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+ Conclusion - 1
Always start with the aim
Never the solution
Spend time working out measures
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+ Conclusion - 2
Gather information, set up measurement system
Drivers, cause effects, theory of change
Only then solutions
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+ Conclusion - 3
Test solutions with PDSA
Need serial PDSAs
Monitor effect with oucome
Start small, very small
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+ BMJ Quality &
IHI Open School
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Nov 14th 16th 20th • QI Brainstorm • Projects selected
Autumn: • Projects identified
Jan/ Mar/ May: • Project presentation updates
•Grand Round •Appraisal
Aug: • Introduce concept • ‘Keep eyes open’
Summer Continuous: • Project group meetings with ST facilitators • Intranet communications • QI support
2011 - 2012
Unlocking the Potential Enabling junior doctors to lead quality improvement
NHS Tayside 2013-14
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+ Features
Online workbook
Learning modules – CPD
Mentor integration
Multiple authors
Useful tools
Automatic publication production
Quick peer-review turnaround
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+ Challenges of supporting
trainees in QI
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+ Challenges
Dedicated teaching time
Dedicated time to undertake QI
Poor mentor:mentee
Lack of understanding around QI
Reversion to audit
Lack of support
Egos
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+
Take-home Message
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