Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

SAFE 1 - Introducing Quality Improvement - a presentation.pptx

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 16 Anzeige
Anzeige

Weitere Verwandte Inhalte

Aktuellste (20)

Anzeige

SAFE 1 - Introducing Quality Improvement - a presentation.pptx

  1. 1. @SAFE_QI Chapter 1 Introducing Quality Improvement
  2. 2. @SAFE_QI Chapter 1: Introducing Quality Improvement S.A.F.E uses quality improvement (QI) as a core methodology. This chapter will focus on understand QI methods.
  3. 3. @SAFE_QI Resources • Plan Do Study Act Checklist and Log • Driver Diagram • Measurement Plan • Stakeholder Map
  4. 4. @SAFE_QI Domains of Quality CROSSING THE QUALITY CHASM: A New Health System for the 21st Century INSTITUTE OF MEDICINE NATIONAL ACADEMY PRESS Person centred • What matters to me Safe • Do we harm patients? Effective • Do we give the right treatment every time all the time? Equitable • Are the services and outcomes equal for all Timely • Is there good access? Efficient • Do we get value?
  5. 5. @SAFE_QI What is Quality Improvement? Quality Improvement can be defined as the: “combined and unceasing efforts of everyone – healthcare professionals, patients and their families, researchers, payers, planners and educators – to make the changes that will lead to better patient outcomes (health), better system performance (care) and better professional development” Batalden and Davidoff
  6. 6. @SAFE_QI Deming System where you work Variation in the system Psychology - the people Theory of knowledge Deming’s Profound Knowledge
  7. 7. @SAFE_QI Staff Patients Performance Leadership Strong Leadership Great Organizational Support Focus on Staff (Professionals) Education and Training of Staff Interdependence of Care Team Performance Result Focused Process Improvement Focused Patient-Centered (Patient Focus) Community and Market Focus Information & Information Technology Orientation •Reference Nelson et al 2008 Reference Dartmouth Microsystems
  8. 8. @SAFE_QI Theory Method Systems Variation Psychology Theory of knowledge Measure Theory to method to measurement
  9. 9. @SAFE_QI The Model for Improvement What are we trying to accomplish? How will we know if the change is improvement? What changes can we make that will result in improvement? Plan Do Study Act
  10. 10. @SAFE_QI The individual •Clinical skills •Self management •Personal development Clinical Micro system •Individual team and patient •Where improvement takes place Meso system •Supports micro system Macro organisation •Connects meso systems and micro systems Network district regional •Whole patient journey •Across organisations Change in the Microsystem
  11. 11. @SAFE_QI Purpose - Our aim and mission. Patients - Our reason for doing our work. People - Our staff who take care of patients. Processes - Our interrelated process that make up the micro system. Patterns – The way we work and measure what we do (Measurements, Data, Run Charts) Reference Dartmouth 5 Ps to Assess Improvement in a Microsystem
  12. 12. @SAFE_QI Model for Improvement The PDSA Cycle What change can we make that will result in an improvement ? Langley Nolan et al. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, 2nd Edition April 2009, Jossey-Bass P 89
  13. 13. @SAFE_QI Where to start? Define area for change Set aims Establish measures Test changes Implement changes
  14. 14. @SAFE_QI S.A.F.E Driver Diagram Outcomes Primary Drivers Secondary Drivers To reduce avoidable error and harm to acutely sick children through the introduction of a culture based on safety. This will be demonstrated by:  A 50% reduction in unsafe transfers.  95% compliance at each site with the locally agreed parameters for huddles.  Increased understanding in clinical teams of the concepts of situation awareness, anticipation, containment and reliability.  Increased awareness of local safety through improved Sexton Safety Attitudes Survey scores.  Improved experience scores and awareness of safety from patients, parents and carers through the PREMS and Safety Awareness survey. Improved Situation Awareness Developing a culture based on safety Improved engagement with patients and their parents and carers in delivering care recognised as being safe.  Introduction of the ‘huddle’ intervention and development of scripts appropriate for local settings.  Introduction and reinforcement (where appropriate) of the use of SBAR.  Introduction and development of other appropriate tools and interventions.  Development of a flexible intervention model to improve situation awareness.  Educating teams in concepts of situation awareness, anticipation, containment and reliability.  Introduction of both the Sexton Safety Attitudes Survey (comparative) and MaPSaf (developmental) tools as mechanisms for assessing safety attitudes.  Developing an open approach to working as clinical teams  Introducing patients, parents and carers are key components of the team.  Engaging patients, parents and carers in the development of local projects.  Introduction of PREMS and a patient/parent safety awareness survey.  Introduction and development of tools, techniques and interventions with a patient/parent engagement focus.
  15. 15. @SAFE_QI PDSA Paper Aeroplane Activity Quality Improvement in Action Aim: Design a paper plan that will fly the furthest distance Think of the areas you need to consider: • Design • Construction • Measurement Run your tests a few times: • What are you learning? • How will you factor your learning into the next test? • Did your change result in improvement ?
  16. 16. @SAFE_QI Spreading Change through Collaboration The success of S.A.F.E has been in establishing, encouraging, and supporting networks to share learning, experiences, and ultimately, change. What networks can you engage with to help spread your improvements?

Hinweis der Redaktion

  • One needs to understand the system in which one works – usually called the clinical micro system.
    Variation within processes is the major problem and one needs to study what is good variation and what is unneeded variation
    People make up systems and one should look at the beliefs and attitudes which drives behaviours
    Finally the theory of knowledge is the change methodology one uses.
  • The Clinical Micro-system is where improvement occurs – the doctor, nurse and patient or the ward or the clinical team.
    One needs clinical leadership to drive improvement, staff engagement and ownership of the problem to be solved
    One also needs to measure one’s performance so one can continually improve.
  • The interaction between theory method and measurement
  • The 5 Ps allows for the assessment of how a microsystem is functioning
  • The PDSA cycle allows for the testing of ideas one patient at a time

×