AFTER MAP Testing MEASURE OF ACADEMIC PROGRESS January 8, 2014
Module 3 Unit 2.ppt [Read-Only] · 3c. Measure Progress • Encourage providers to self-assess •...
Transcript of Module 3 Unit 2.ppt [Read-Only] · 3c. Measure Progress • Encourage providers to self-assess •...
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Module 3: Introduction to Quality and Quality
Improvement in Health
Unit 3.2: Approaches in Quality in healthcare
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Unit 3.2 Objectives
• Identify common characteristics of quality management
• Describe common approaches of quality management
• Discuss the uses, benefits and limitations of quality management approaches
• Discuss the similarities and differences in quality management approaches
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Content• Collaboratives, Six Sigma/Lean Six Sigma • Standard-based Management and Recognition
(SBMR)• Benchmarking • Performance Improvement Approach (PIA)–Human
technology• Client Oriented, Provider Efficient (COPE)• Quality assurance • Deming PDCA Cycle • 5S-CQI (KAIZEN) • Donabedian’s Structure–Process–Outcome • Total Quality Management (TQM) Approaches
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Steps and Characteristics of Quality Management
• Identify (determine what to improve)- Setting standards or defining quality- Determining a quality gap
• Analyze (understand the problem)- Finding causes of quality gaps
• Develop (hypothesize about what changes can improve the problem / close the quality gap)
- Taking action to close the quality gap• Test and Implement (test solutions and modify)
- Taking action to close the quality gap• Assess the achieved outcome and compare with your
desired outcome
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Common Quality Management Approaches
1. Collaboratives2. Six Sigma / Lean Six Sigma3. Standard-Based Management and Recognition (SBMR) -
implemented in Reproductive Health with JHPIEGO support4. Benchmarking5. Performance Improvement Approach (PIA) – Human Technology 6. Client Oriented, Provider Efficient (COPE)7. Quality Assurance8. Deming’s PDCA Cycle9. 5S–CQI (KAIZEN)10. Donabedian’s Structure–Process–Outcome11. Total Quality Management (TQM) approach
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Approaches:
1. Collaboratives (CQI Collaboratives)
• Common purpose to improve quality or performance in a defined area of mutual interest within specified periods of 12–18 months
• Develop or adapt best practice model of care that fits to their local situations for a specific priority health problem and rapidly spread working ideas
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Quality Improvement Collaborative Diagram
IHI Whitepaper – Break Through Series Collaborative –www.ihi.org
Quality Improvement Collaborative Diagram
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Quality Improvement Collaborative
Site-level summary
QI team
LearningSession
representative
Site-level testing of changes and analysis of results
8
Collaborative-level sharing and synthesis of best practices
Multiple sites simultaneously testing changes, common indicators, and peer learning about how to improve that area of care
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2. Six Sigma Approach
• Business management strategy, originally developed by Motorola in 1986
• Six Sigma is a data-driven approach and methodology for eliminating defects
• To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six-Sigma defect is anything outside of customer specifications.
Six Sigma Doctrine:• Continuous efforts to achieve stable and predictable
process results (i.e., reduce process variation).• Manufacturing and business processes can be measured,
analyzed, improved and controlled.
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Six-Sigma Approach (contd.)Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.This includes:• A clear focus on achieving measurable and quantifiable
financial returns from any Six Sigma project.• An increased emphasis on strong and passionate
management leadership and support.• A special infrastructure of "Champions", "Master Black
Belts", "Black Belts", "Green Belts", etc. to lead and implement the Six Sigma approach.
• A clear commitment to making decisions on the basis of verifiable data and statistical methods, rather than on assumptions and guesswork.
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3. Standard-Based Management and Recognition Approach (SBMR)
• Management approach for improving performance and quality of health services
• Based on use of operational, observable performance standards for on-site assessment
• Must be tied to reward or incentive program• Consists of four basic steps (a–d)
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SBMR approach: 3a. Setting Standards
• Identify area of services• Define core support• Define the required processes • Develop performance standards (based on
international guidelines, national policies, guidelines, site-specific requirements)
• Consider providers’ input and clients’preferences
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SBMR Approach 3b. Implement Standards
• Do baseline assessment• Identify performance gaps• Identify causes of gaps and interventions to
correct them• Implement interventions• Begin and support change process
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SBMR Approach 3c. Measure Progress
• Encourage providers to self-assess• Measure progress (internal monitoring)• Bring facilities together to share challenges
and successes
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SBMR Approach 3d. Recognize Achievements
• Address motivational issues• Decide upon incentives• Implement incentive programs
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4. Benchmarking
• Benchmarking means using someone else’s successful process as a measure of desired achievement for the activity at hand
• Some sources of information for benchmarking- Literature reviews- Databases- Unions- Standards-setting organizations, etc.
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4. Benchmarking
Benchmarks may be established:• Within the same organization (internal benchmarking)• Outside of the organization with other organizations that
produce the same service or product (external benchmarking)
• With reference to a similar function or process in another industry (functional benchmarking)
Use Benchmarking to:• Develop plans to address improvement• Borrow and adapt successful ideas• Understand what has already been tried
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5. Performance ImprovementApproach (PIA) – Application
• PIA is based on a human performance technology model
• Was developed by USAID and its partners to address the need to improve quality of service delivery
• Emphasizes analysis of performance within a system - recognizing the inter-dependency of the various factors that affect performance
• Defines human performance in terms of results not activity
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5. PIA – Application (contd.)
Performance factors determine whether an individual can perform well or not. These factors include:• Clear job expectations• Performance feedback• Adequate physical environment and tools• Motivation and incentives• Knowledge and skills and institutional support
Asks appropriate questions that help to find a solution to the performance problem
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PIA – Application (contd.)Framework:• Consider institutional context- Do we understand the environment we are working in?
• Obtain and maintain stakeholder agreement- Who are our stakeholders and how can we fruitfully involve them?
• Define desired performance- What do we want to achieve?
• Measuring actual performance- What is our current level of performance?
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5. (PIA) – Application (contd.)
Analyze:
InstitutionalContext
• Mission• Goals• Strategies• Culture• Client • Communityperspectives
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5. PIA – Application (contd.)FrameworkDefining the performance gap• What is the difference (gap) between where we want to be and where we are?
Root cause analysis• What is really causing the performance gap?
Selecting and designing interventions• What can we do to address the causes of our performance gaps?- Acceptability of option to internal clients- Alignment with policy requirements - MOH- Feasibility, cost of undertaking
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6. Client Oriented, Provider Efficient (COPE)
• First quality improvement processes used by USAID in 1988
• Provide staff with practical, easy-to-use tools to identify problems and develop solutions using local resources
• Staff develop a customer focus, learn to define quality in concrete terms by putting themselves in their clients' shoes
• Enables staff to explore the strengths of their work site
• More information:http://www.hciproject.org/improvement_tools/improvement_methods/approaches/COPE
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7. Quality Assurance (QA)• Is related to quality control• Original from the industry“to ensure that the product consistently
achieved customer satisfaction”• Focuses on the output / end result = focus on
the product´s quality• Systematic measurement, comparison with a
standard• Monitors processes• An associated feedback loop that confers
error prevention
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7. Quality Assurance Triangle
QUALITY DEFINED(QD)
QUALITY MONITORING QUALITY IMPROVEMENT(QM) (QI)
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8. Deming PDCA/PDSA
William Edward Deming(1900–1993)
PlanDo CheckAct
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8. Deming PDCA/PDSA
• Implement what you have planned
• Monitor and evaluate the obtained results against the expected results
• Establish objectives and define methods to reach them
• Take actions to gain the expected results if not yet reached ActAct PlanPlan
DoDoCheckCheck
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9. 5S Approach• Japanese for "improvement", or
“change for the better" • Philosophy or practices that focus upon continuous
improvement of processes in manufacturing, engineering, and business management
A problem solving process for Total Quality Management (TQM) ensuring high Productivity and “Improved Quality of Products (Services)”
Main approach for work environment improvement under KQMH
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9. 5S Approach (contd.)
• The five main elements of Kaizen- Teamwork- Personal discipline- Improved morale- Quality circles- Suggestions for improvement
• Target is “your work”, not others!• It is NOT “INNOVATION” (not big changes)• It is small changes on your way of working
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9. 5S Approach (contd.)
1. SEIRI Sort, Clear Out2. SEITON Set Things in Order3. SEISO Clean and Shine4. SIEKETSU Standardize5. SHITSUKU Self Discipline
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Structure/InputFacilities, Personell, Equipment
ProcessActions to evaluate and treat the patient
OutcomeResults for patients
2/27/2015Annette Eichhorn‐Wiegand HQMSA 2/27/2015Annette Eichhorn‐Wiegand HQMSA 4/23/2012Annette Eichhorn‐Wiegand HQMSA
10. Donabedian`s Classification
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TQM is a management approach, centered on quality,
based on the participation of an organization’s people
and aiming at long-term success
ISO 8402:1994
Annette Eichhorn‐Wiegand HQMSAAnnette Eichhorn‐Wiegand HQMSAAnnette Eichhorn‐Wiegand HQMSAAnnette Eichhorn‐Wiegand HQMSAAnnette Eichhorn‐Wiegand HQMSAAnnette Eichhorn‐Wiegand HQMSA
11. Total Quality Management
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11. TQM (contd.)
2/27/2015Annette Eichhorn‐Wiegand HQMSA 4/11/2012Annette Eichhorn‐Wiegand HQMSA 4/11/2012Annette Eichhorn‐Wiegand HQMSA 2/27/2015Annette Eichhorn‐Wiegand HQMSA 2/27/20154/23/2012
TQM is about:
Quality(Values, Mission, Vision of an organization)
Teamwork (Communication)Sustainability
Needs and expectations of customers (Customer Care)
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11. TQM (contd.)
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Thank you very much!