insert name of presentation on master slide a consistent approach to the methodology 27 october 2011...
TRANSCRIPT
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Insert name of presentation on Master Slide
A consistent approach to the methodology
27 October 2011
Presenters: Mike Davidge & Joy Whitlock
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Model for Improvement & PDSA Cycles
Model for Improvement
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Part One:Where does it come from?
Part Two:What is it and
How does it work?
Improvement methodology
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Part One:Where does it come from?
Part Two:What is it and
How does it work?
Improvement methodology
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Improvement methodology
QI
In an article in the Journal of Quality Improvement, 92 QI projects were compared. What was the timeframe from problemIdentification to completionof first pilot?
1. 23 days
2. 60 days
3. 397 days
4. 504 days
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Improvement methodology
QI
In an article in the Journal of Quality Improvement, 92 QI projects were compared. What was the timeframe from problemIdentification to completionof first pilot?
1. 23 days
2. 60 days
3. 397 days
4. 504 days
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Improvement methodology
Journal of Quality Improvement
504 days from problem identification to completion of first pilot
397 days from first team meeting to the end of first cycle
75 days to describe current situation in flowchart
62 days for data collection if change was improvement
Alemi, Safaie, Neuhauser “A Survey of 92 Quality Improvement Projects.”
Journal of Quality Improvement 2001, 27(11): 619-632
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There’s a lot of material out there
Improvement methodology
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So what now?
Improvement methodology
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We’ll conduct a 3 month pilot then we’ll roll out We’ll just tell staff that this is the new way of working We’ll do an audit to get a baseline and then repeat it
after 6 months We want all our departments to be 100% efficient, it’s
taxpayers money we’re spending after all
What mindset?
Improvement methodology
Results in LAME thinking not LEAN thinking
Lean As Misguidedly Executed
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Science of Improvement
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Appreciation of a system
Understanding Variation
Theory of Knowledge
Psychology
The Lens of Profound Knowledge
QI
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Two Types of Knowledge
Profound Knowledge
Subject Matter Knowledge
Profound Knowledge: The interplay of the theories of systems, variation, knowledge, and psychology.
Subject Matter Knowledge: Knowledge basic to the things we do in life. Professional knowledge.
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Knowledge for Improvement
Profound Knowledge
Subject Matter Knowledge
Improvement: Learn to combine subject matter knowledge and profound knowledge in creative ways to develop effective changes for improvement.
Improvement
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Appreciation for a System• Interdependence, dynamism• World is not deterministic• Optimisation, interactions• System must have an aim• Whole is greater than sum of the parts Understanding Variation
• Variation is to be expected• Common or special causes• Ranking, tampering• Potential mistakes
Theory of Knowledge• Prediction• Learning from theory, experience• Operational definitions • PDSA for learning and
improvement
Psychology• Interaction between
people• Intrinsic motivation,
movement• Beliefs, assumptions • Will to change
What insights might be obtained by looking through the Lens of Profound Knowledge at your
project?
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Profound Knowledge: Systems Thinking
Appreciation of a
System
Understanding Variation
Theory of Knowledge Psycholog
y
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Deming’s original diagram
Improvement methodology
“A system is a network of interdependent components thatwork together to try to accomplish the aim of the system”
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I’m sure glad the hole is not in our
end! People unclear on
the concept of a system!
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Two Fundamental System Principles
The System is perfectly designed to achieve the
results it gets.
If each part of a system, considered separately, is
made to operate as efficiently as possible, then the
system as a whole will not operate as effectively as
possible.
- Ackoff (1981)
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Profound Knowledge: Psychology
Appreciation of a
System
Understanding Variation
Theory of Knowledge Psycholog
y
Psychology• Interaction between people• Intrinsic motivation• Beliefs & assumptions • Will to change
We understand that we have bad systems, not bad people
How many of us come to work to do a bad job?
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Communications“NHS staff save lives every day – 1000 Lives Plus will help
save more”
Leadership– Approach to motivation
The impact?
Improvement methodology
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Profound Knowledge: Variation
Appreciation of a
System
Understanding
Variation
Theory of Knowledge Psychology
Understanding Variation• Variation is to be expected• Common or special causes• Ranking, tampering• Potential mistakes
“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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Improvement methodology
The MBFC Index
You will need a coin
And two free hands!
Just how competitive can you get?
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It’s easy to react in the wrong way Natural variation is really quite large It’s the system not the individual
Lessons?
Improvement methodology
But when will we know that there really is something there?
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Improvement methodology
Walter A. Shewhart(early 1920’s, Bell Laboratories)
While every process displays variation: some processes display controlled
variation (common cause)– stable,consistent pattern of variation– constant causes/ “chance”
while others display uncontrolled variation– pattern changes over time– special cause variation/“assignable” cause
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Improvement methodology
Shewhart’s purpose
Data contains both signal and noise. To be able to extract information, one must separate the signal from the noise within the data.
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Improvement methodology
01020304050607080
F M A M J J A S O N D J F M A M J J A S O N D
Upper process
limit
Mean
Lower process
limit
A typical process control chart
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Part One:Where does it come from?
Part Two:What is it and
How does it work?
Improvement methodology
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Profound Knowledge: Theory of Knowledge
Appreciation of a
System
Understanding Variation
Theory of Knowledge Psycholog
y
Theory of Knowledge• Prediction• Learning from theory,
experience• Operational definitions • PDSA for learning and
improvement
Improvement methodology
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A change is a prediction Comparing the predictions to the results of a test of
change is a key source for learning A “good” theory makes clear predictions that can be
used…– to confirm or modify the theory,– to generate new exploration, and– to suggest practical application
Prediction Based on Theory
Improvement methodology
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Model for Improvement
Improvement methodology
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What are we trying to accomplish?
How will we know that a change is an improvement?
What change can we make that will result in improvement?
Model for Improvement
AIM
Improvement methodology
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Aim Exercise
Improvement methodology
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What are we trying to accomplish?
How will we know that a change is an improvement?
What change can we make that will result in improvement?
Model for Improvement
AIM
Goals &
Measurement
Improvement methodology
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You can’t fatten a cow by weighing it….
Improvement methodology
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Measurement
Tracking a few key
measures over time is
the single most
powerful tool a team
can use.
Improvement methodology
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What are we trying to accomplish?
How will we know that a change is an improvement?
What change(s) can we make that will result in improvement?
AIM
Goals &
Measurement
Change(s)
Improvement methodology
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What changes can we make that lead to an improvement?
Improvement methodology
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Improvement methodology
Test ….
Most improvement usually requires change…..
however not all change is an Improvement!
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ActAdapt?
Adopt ? Abandon?
Next cycle?
PlanObjectiveQuestions and predictions (why)Plan to carry out the cycle (who, what, where, when)
Study Complete the
analysis of the dataCompare data to
predictionsSummarize
what was learned
DoCarry out the plan(on a small scale) Document problemsand unexpectedobservationsBegin analysis
The PDSA Cycle:
Improvement methodology
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Improvement methodology
Test of change have been going on for years
“Negative results on the fish…Let’s try rubbing two sticks together.”
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BreakthroughResults
Theories, hunches,& best practices
Learning and improvement
A P
S D
Evidence & Data
A P
S D
A P
S D
A PS D
Develop a change
Test a change
Test new conditions
Implement a change
Building Knowledge with Multiple PDSA Cycles
Sequential building of knowledge
Include a wide range of conditions in the sequence of tests
Improvement methodology
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Improvement methodology
PDSA Cycle Example
Change: Communication process to Physicians
AIM: Improve Communication and obtain appropriate intervention DATA
A PS D
APS
D
A PS D
D SP A
D SP A
Cycle 1A: One nurse to use SBAR form to report on one patient to one physician.
Cycle 1D: SBAR use on Unit A for a week
Cycle 1?: Implement…. Wide Scale Cycles : when might it fail ?
Cycle 1B:Same nurse to use revised form for two physicians for two nights.
Cycle 1C: Three nurses requested to use SBAR form for their shift.
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Improvement methodology
Why test?
Learning
Confidence
Resistance
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Improvement methodology
How small is small ?
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Data collection, feedback
and testing
Many PDSAs on different
elements of the bundle
continued to achieve process
reliability
Implementation and spread
throughout unit
SKIN Bundle Compliance
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Days between pressure damage events
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Learning by doing
This is a practical approach
Improvement methodology
“Improvement happens project by project and in no
other way”Joseph Juran
Bottom up so perfect for students
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The Ohno circle test
Stand in circle Watch and note down
what you see Go and make
improvements