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PI Teams What I have learned & am still learning! Chris Cockrell RN Performance Improvement Manager...
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Transcript of PI Teams What I have learned & am still learning! Chris Cockrell RN Performance Improvement Manager...
![Page 1: PI Teams What I have learned & am still learning! Chris Cockrell RN Performance Improvement Manager Clark Fork Valley Hospital.](https://reader035.fdocuments.in/reader035/viewer/2022070307/551b790f550346d6338b5266/html5/thumbnails/1.jpg)
PI Teams
What I have learned & am still learning!
Chris Cockrell RN Performance Improvement Manager Clark Fork Valley Hospital
Clark Fork Valley Hospital
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Performance Improvement Team involves two or more departments working together toward a common goal of improvement in a process.
Look at:
• Forms
• Roll of Facilitator
• Roll of PI Committee
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Request to Commission a TeamRequest to Commission a Team
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Request to Commission a TeamRequest to Commission a Team
• Describe the work process to be improved
• Current Situation
• Expected outcome
• Measure of success
• Performance Improvement Committee action:– Team commissioned: – Team not commissioned at this time– Not appropriate PI team
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Team Start-up & TrackingTeam Start-up & Tracking
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Quality Improvement Team Start-up & TrackingQuality Improvement Team Start-up & Tracking
• Request submitted by:
• QIC approval on:
• Work Process to be improved:
• QI Team name:
• Expected outcome:
• Team Leader:
• Team Facilitator:
• Team Members – Representing:– Involvement of non-managers
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Quality Improvement Team Start-up & TrackingQuality Improvement Team Start-up & Tracking
• Number of expected team meetings:
• Initial report to QIC due:
• Interim reporting dates:
• Final report due:
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PI TeamsPI Teams
• Teams that lasted tooooooo long:– Ostomy Care Team– Swing Bed Team
• Finalizing a team:– Swing Bed Team
• Assign new team leader– Patient Billing Task Force
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Ideas for PI TeamsIdeas for PI Teams
• Recommendations from other PI Teams
• Plan of Corrections – Surveys
• Risk Management/Incident Reports
• Low volume/problem prone areas identified
• Clinical Indicators
• Suggestions from the PI Committee
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PIN PI Team ReportPIN PI Team Report
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PI Team ReportPI Team Report
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PI Team ReportPI Team Report• Team Name• Meeting Date• Final Report Due• Team Members Present• Expected Outcome• Agenda & Minutes• Summarize Activities• Team Recommendations• Date of Next Meeting• PI Committee Review & Recommendations
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PI Committee RecommendationsPI Committee Recommendations
• Risk Management Process Team– A single process– Neutral Environment– Accountability for monitoring/follow-up is done– Someone designated to do the monitoring
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PI Team ReportPI Team Report
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PI Team Final ReportPI Team Final Report
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PI Team Final ReportPI Team Final Report• Team Members:
• Describe the Goal of the PI Project:
• Describe the improvement process used:
• What was the Result/Outcome of the improvement project (summary):
• Projected return in improved work process performance:
• Net result:
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PI Team Final Report (2)PI Team Final Report (2)
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SustainabilitySustainability• Had not really been addressed
• Suspected some resolved teams goals were no longer being met
• Fourth quarter 2009 – follow-up reporting considered
• Reporting form developed
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PI Team Follow-up FormPI Team Follow-up Form
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PI Team Follow-up FormPI Team Follow-up Form
• Team Members:• Describe the goal of the PI project:• What changes, if any, have been since the
final report?• What is working or not working? • Has the Goal of the PI Project been
sustained?– Days Unbilled Team– Risk Management Process Team
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Facilitator RoleFacilitator Role• Assisting with writing request to
commission a team
• Keeping teams on track
• Sounding board for team leaders
• Offer suggestions when indicated
• Too actively involved vs not involved enough
• Constructive nagging
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PI CommitteePI Committee
• Proactive in the teams selection & how they will measure their success
• Look at team member selection
• Setting Deadlines for final reports
• Making suggestions to PI Teams when indicated
• Look at sustainability of the PI Teams
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PI Teams can:
• be a strong force for change in improving process within the facility
• improve the communication & understanding between departments
• involve the front line staff in making changes that effect patient care & the efficiency of the facility