Quality Management for Community Health Centers · 2016. 7. 17. · Patient Satisfaction Outcomes...
Transcript of Quality Management for Community Health Centers · 2016. 7. 17. · Patient Satisfaction Outcomes...
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Quality Management for Quality Management for Community Health CentersCommunity Health Centers
sponsored by sponsored by
The National Association ofThe National Association of
Community Health CentersCommunity Health Centers
presented bypresented by
Jay M.Hughes MD, FACPJay M.Hughes MD, FACP
Ambulatory Innovations, Inc.Ambulatory Innovations, Inc.
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The Plan
The Plan
••First Session
First Session: Overview of quality in
: Overview of quality in
Health Centers
Health Centers
••Second Session
Second Session: Teaching Quality
: Teaching Quality
management
management
••Third Session
Third Session: Practicing quality
: Practicing quality
management training
management training
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CQI
Pers
onal
Appro
pri
ate
Eff
icie
nt
Reliable
Unre
liable
Appro
pri
ate
, Eff
icie
nt,
R
eliable
,
INTEG
RA
TED
!
Process Swamp Process Utopia
QU
ALIT
Y
Today T
om
orr
ow
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THE SOUL OF
THE SOUL OF
QUALITY IS THE
QUALITY IS THE
NEVER ENDING
NEVER ENDING
EFFORT TO
EFFORT TO
IMPROVE
IMPROVE
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ALL W
ORK IS A PROCESS
ALL W
ORK IS A PROCESS
R E Q U I R E M E N T
(SA
TIS
FA
CTIO
N)
OU
TPU
T
(OU
TCO
MES)
PR
OCESS
(EFFIC
IEN
CY)
SUPPLIER CUSTOMER
R E Q U I R E M E N T S
R E Q U I R E M E N T S
INPU
TS
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MEASUREMENT
MEASUREMENT
R E Q U I R E M E N T
SA
TIS
FA
CTIO
N
OU
TPU
T
OU
TCO
MES
PR
OCESS
EFFIC
IEN
CY
SUPPLIER CUSTOMER
R E Q U I R E M E N T S
R E Q U I R E M E N T S
INPU
TS
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LEADERSHIP!
LEADERSHIP!
MEASUREMENT
R E Q U I R E M E N T
SA
TIS
FA
CTIO
N
OU
TPU
T
OU
TCO
MES
PR
OCESS
(EFFIC
IEN
CY)
SUPPLIER CUSTOMER
R E Q U I R E M E N T S
R E Q U I R E M E N T S
INPU
TS
V I S I O N 77
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Test
ing
Tre
atm
ent
Pat
ient
P
roce
sses
Ana
lysi
s
H&
P
Ana
lysi
s
Dia
gnos
ticR
esul
ts
Tre
atm
ent
Dec
isio
ns
Dia
gnos
isU
ntre
ated
P
rogn
osis
P A T I E N T
O U T C O M E
TH
E H
EA
LTH
CA
RE
HO
LO
GR
AM
DIA
GN
OS
TIC
CA
RE
TH
ER
AP
EU
TIC
INS
TIT
UT
ION
AL
SU
PP
OR
T
PR
OC
ES
SE
S
CL
INIC
AL
SU
PP
OR
T
Hou
seke
epin
g,
Hum
an R
esou
rces
, P
urch
asin
g,
Cen
tral
Sup
ply,
et
c.
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Toward a Definition of Quality
Toward a Definition of Quality
••Health Centers have not defined quality
Health Centers have not defined quality
••You m
ust first define quality if you want
You m
ust first define quality if you want
quality
quality
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The Two
The Two--M
inute Quality Drill
Minute Quality Drill
••The two m
inute proof of quality for my
The two m
inute proof of quality for my
Center:
Center:
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Ambulatory Quality
•Patient Satisfaction 23%
•Quality Assurance Program 21%
•Outcomes
13%
•Provider Staff Performance 9%
•Medical Records
8%
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A F
unct
iona
l Def
initi
on o
f A
Fun
ctio
nal D
efin
ition
of
Qua
lity
Qua
lity
Qua
lity
is th
e de
gree
of e
xcel
lenc
e of
a
Qua
lity
is th
e de
gree
of e
xcel
lenc
e of
a
heal
thca
re o
rgan
izat
ion’
s 1)
pro
cess
es,
heal
thca
re o
rgan
izat
ion’
s 1)
pro
cess
es,
2) p
ract
ition
er a
nd s
uppo
rt s
taff
2) p
ract
ition
er a
nd s
uppo
rt s
taff
perf
orm
ance
, 3 )
deci
sion
s, a
nd 4
) pe
rfor
man
ce, 3
)de
cisi
ons,
and
4)
hum
an in
tera
ctio
ns.
hum
an in
tera
ctio
ns.
––D
ale
Ben
son,
MD
Dal
e B
enso
n, M
D
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A Q
ualit
y M
anag
emen
t A
Qua
lity
Man
agem
ent
Def
initi
on o
f Qua
lity
Def
initi
on o
f Qua
lity
Qua
lity
is d
oing
the
Qua
lity
is d
oing
the
right
thin
grig
ht th
ing,,
right
right
,,th
e fir
st ti
me
and
ever
y tim
e.th
e fir
st ti
me
and
ever
y tim
e.
--P
hilip
B. C
rosb
yP
hilip
B. C
rosb
y__
____
____
____
____
__
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The
Thr
ee S
trat
egic
Res
ults
of
The
Thr
ee S
trat
egic
Res
ults
of
Qua
lity
Qua
lity
1) P
atie
nt (
cust
omer
) S
atis
fact
ion
1) P
atie
nt (
cust
omer
) S
atis
fact
ion
2) P
roce
ss O
utco
mes
2) P
roce
ss O
utco
mes
3) P
roce
ss E
ffici
ency
3) P
roce
ss E
ffici
ency
Vis
ion:
“W
orld
Cla
ss”
Vis
ion:
“W
orld
Cla
ss”
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Pat
ient
Sat
isfa
ctio
nP
atie
nt S
atis
fact
ion
��W
hat i
s it?
Wha
t is
it?
“The
deg
ree
to w
hich
the
“T
he d
egre
e to
whi
ch t
he h
ealth
he
alth
ca
re s
ervi
ces
care
ser
vice
san
d th
e re
sulti
ng
and
the
resu
lting
he
alth
sta
tus
heal
th s
tatu
spl
ease
or
mee
t the
pl
ease
or
mee
t the
ex
pect
atio
ns
expe
ctat
ions
(re
quire
men
ts?)
(req
uire
men
ts?)
of
of
the
patie
nt.”
the
patie
nt.”
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How
to L
ook
at S
atis
fact
ion
How
to L
ook
at S
atis
fact
ion
1) A
men
ities
of C
are
(S
truc
ture
)1)
Am
eniti
es o
f Car
e (
Str
uctu
re)
2) A
rt o
f Car
e (
Pro
cess
)2)
Art
of C
are
(P
roce
ss)
3) R
esul
ts o
f Car
e (O
utco
me)
3)
Res
ults
of C
are
(Out
com
e)
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Structure, Process, Outcome
Structure, Process, Outcome
Approach to Patient Satisfaction
Approach to Patient Satisfaction
••Amenities of Care: Appointm
ent availability,
Amenities of Care: Appointm
ent availability,
privacy, comfort, waiting time.
privacy, comfort, waiting time.
••Art of Care: Listening carefully, giving
Art of Care: Listening carefully, giving
thorough explanations, treating with respect.
thorough explanations, treating with respect.
••Results of Care: Decreased symptoms,
Results of Care: Decreased symptoms,
increased ability to function.
increased ability to function.
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World Class Quality:
World Class Quality:
Patient Satisfaction
Patient Satisfaction
••Patient compliance
Patient compliance
••Curing
Curing vsvs. healing
. healing (of Human Hurts)
(of Human Hurts)
••“Satisfied, Delighted, Dazzled”
“Satisfied, Delighted, Dazzled”
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Satisfied: W
e m
eetour patients’ expectations.
Delighted: W
e exceed our patients’
expectations.
Dazzled: W
e so greatly exceedour patients’
expectations that what we do actually contains
an element of surprise.
WORLD
CLASS:PATIENT
SATISFACTION
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Our World Class Vision:
Our World Class Vision:
Patient Satisfaction
Patient Satisfaction
Our world class vision should be that
Our world class vision should be that
our patients are
our patients are always satisfied
always satisfied, often
, often
delighted,
delighted,and sometimes even
and sometimes even dazzled.
dazzled.
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Outcomes
Outcomes
What are they?
What are they?
––Measures of effectiveness
Measures of effectiveness
––What patients want
What patients want (and need)
(and need)
––The essence of quality
The essence of quality
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How to Look at Outcomes
How to Look at Outcomes
••Disease
Disease--Specific vs. General Health
Specific vs. General Health
••Measure one outcome indicator at a time
Measure one outcome indicator at a time
i.e. Classical health m
easures,
i.e. Classical health m
easures,
Functionality,
Functionality,
Cost, in addition to Satisfaction)
Cost, in addition to Satisfaction)
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World Class Quality:
World Class Quality:
Outcomes
Outcomes
••Focus on outcomes
Focus on outcomes
••Meeting the “needs” of our patients
Meeting the “needs” of our patients
••“Defined, Measurable, Spectacular”
“Defined, Measurable, Spectacular”
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Our World Class Vision:
Our World Class Vision:
Outcomes
Outcomes
Our world class vision should be that the
Our world class vision should be that the
health outcomes for our patients are
health outcomes for our patients are
defined, measurable and spectacular.
defined, measurable and spectacular.
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Efficiency
Efficiency
What is it?
What is it?
––Making the best use of available
Making the best use of available
resources
resources
––Doing the appropriate
Doing the appropriate
(right)
(right)thing right
thing right
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How to Look at Efficiency
How to Look at Efficiency
••Clinical
Clinicalefficiency
efficiency (the right thing,)
(the right thing,)
“If care is not necessary, it is bad care.”
“If care is not necessary, it is bad care.”
––A
lan K
orn
, M
DA
lan K
orn
, M
D
••Production
Productionefficiency
efficiency (right,)
(right,)
“Elim
inate the 30
“Elim
inate the 30--40% of waste, duplication and
40% of waste, duplication and
rework
rework””
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World Class Quality:
World Class Quality:
Efficiency
Efficiency
••Creates customer satisfaction
Creates customer satisfaction
••Creates cost savings
Creates cost savings
••Creates healthier patients
Creates healthier patients
••“Breathtaking”
“Breathtaking”
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Our World Class Vision:
Our World Class Vision:
Efficiency
Efficiency
Our world class vision is that we provide
Our world class vision is that we provide
health care services with
health care services with breathtaking
breathtaking
efficiency.
efficiency.
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The Impact of Quality
The Impact of Quality
••Patient satisfaction
Patient satisfaction
••Recruitment and
Recruitment and
retention
retention
••Staff m
orale
Staff m
orale
••Productivity
Productivity
••Healthier patients
Healthier patients
••Healthier
Healthier
communities
communities
••Bottom line
Bottom line
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Quality as a Marketing Edge
Quality as a Marketing Edge
••Measurements
Measurements
••Accreditation
Accreditation
••HEDIS
HEDIS
••The Three Strategic Results***
The Three Strategic Results***
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Leadership & Quality
Leadership & Quality
••Must
Must understand
understandquality
quality
••Must “
Must “talk and walk
talk and walk” quality
” quality
(Empowerm
ent)
(Empowerm
ent)
••The role of the Governing Board
The role of the Governing Board
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Quality Assessment /
Quality Assessment /
Quality Improvement
Quality Improvement
••Quality assessment: a carefully planned
Quality assessment: a carefully planned
and structured system to
and structured system to m
onitor
monitorthe level
the level
of quality in the organization.
of quality in the organization.
••Quality improvement: a carefully planned
Quality improvement: a carefully planned
and structured approach to
and structured approach to improve
improve
the
the
level of quality in the organization.
level of quality in the organization.
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The Role of
The Role of
Quality Assessment
Quality Assessment
••The changing language of quality
The changing language of quality
••The need to continuously m
onitor
The need to continuously m
onitor
perform
ance, outcomes, satisfaction
perform
ance, outcomes, satisfaction
(entropy vs improvement)
(entropy vs improvement)
••The need for structure and
The need for structure and
comprehensiveness
comprehensiveness
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The Ambulatory Care
The Ambulatory Care
Parameters
Parameters
••Provider Staff
Provider Staff
Perform
ance
Perform
ance
••Support Staff
Support Staff
Perform
ance
Perform
ance
••Continuity of Care
Continuity of Care
••Medical Record System
Medical Record System
••Patient Risk Minimization
Patient Risk Minimization
••Patient Satisfaction
Patient Satisfaction
••Patient Compliance
Patient Compliance
••Access to Care
Access to Care
••Appropriateness of
Appropriateness of
Service
Service
••Organizational
Organizational
Perform
ance
Perform
ance
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Indicator Development Guide
Indicator Development Guide
••Parameter:
Parameter:
••Aspect of Care:
Aspect of Care:
••Indicator:
Indicator:
••Perform
ance or Effectiveness Goal:
Perform
ance or Effectiveness Goal:
••Quality Action Point:
Quality Action Point:
••Data Source:
Data Source:
••Frequency of Review:
Frequency of Review:
••Management Responsibility:
Management Responsibility:
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Approaches to
Approaches to
Quality Assessment
Quality Assessment
••Internal
Internalprogram development
program development
••External
Externalprogram availability
program availability
((HCFA, HEDIS, JCAHO)
HCFA, HEDIS, JCAHO)
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Quality Improvement (QI)
Quality Improvement (QI)
••Measurement is key
Measurement is key Identifies
Identifies
“Opportunities for Im
provement”
“Opportunities for Im
provement”
••QI as a result of a quality assessment
QI as a result of a quality assessment
program
program
••Understand!
Understand! ––then act
then act
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Total Quality Management
Total Quality Management
(TQM)
(TQM)
••A redirected m
anagement and quality
A redirected m
anagement and quality
philosophy
philosophy
••A patient (customer) focused culture
A patient (customer) focused culture
••The scientific method applied to
The scientific method applied to
improving health care processes
improving health care processes
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The Components of TQM
The Components of TQM
••Aim
Aim (Vision)
(Vision)
••A Customer Focus
A Customer Focus
••A Quality Foundation
A Quality Foundation
••Leadership &
Leadership &
Management
Management
••Empowerm
ent
Empowerm
ent
••Training &
Training &
Retraining
Retraining
••Psychology
Psychology
••Benchmarking
Benchmarking
••Quality Assessment
Quality Assessment
& Accreditation
& Accreditation
••Communication
Communication
••Continuous Quality
Continuous Quality
Improvement
Improvement
(CQI)
(CQI)
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Role of Leadership in the
Role of Leadership in the
TQM Organization
TQM Organization
••Talk the talk
Talk the talk
••Walk the walk
Walk the walk
••Persevere
Persevere
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LEADERSHIP COMMENTS
LEADERSHIP COMMENTS
“ The single greatest predictor of which
organizations will have successful quality
processes and which ones will fail is
whether or not the CEO participates. One
must be fully behind it. One m
ust be out
there participating and visibly involved.”
Peter H. Levine, MD
President and CEO
The Medical Center of Central Mass.
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LEADERSHIP COMMENTS
LEADERSHIP COMMENTS
“People take quality just as seriously as
management takes it ---no m
ore.”
Philip B. Crosby,
“Quality is Free”
“All employees are boss watchers”
Tom Peters
“Thriving on Chaos”
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What is Reengineering?
What is Reengineering?
••A m
ethod of revamping work processes
A m
ethod of revamping work processes
for dramatic improvements in productivity
for dramatic improvements in productivity
and quality.
and quality.
••Redesigning the patient experience to
Redesigning the patient experience to
achieve competitive advantage.
achieve competitive advantage.
(i.e. Patient Visit Redesign Collaborative)
(i.e. Patient Visit Redesign Collaborative)
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Why Reengineering?
Why Reengineering?
••Response to transform
ational change
Response to transform
ational change
vsvs. response to incremental change
. response to incremental change
••The
The“BPHC imperative”:
“BPHC imperative”:
Cente
rs “
need t
o d
iscover
new
ways
to
Cente
rs “
need t
o d
iscover
new
ways
to
opera
te e
ffic
ientl
y a
nd e
ffecti
vely
.”opera
te e
ffic
ientl
y a
nd e
ffecti
vely
.”
(i.e. IHI breakthrough collaboratives)
(i.e. IHI breakthrough collaboratives)
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When to do Reengineering
When to do Reengineering
••Global understanding of TQM within the
Global understanding of TQM within the
organization
organization
(Entropy > CQI > Reengineering)
(Entropy > CQI > Reengineering)
••People become impatient=passion
People become impatient=passion
(The Apollo Project)
(The Apollo Project)
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Characteristics of Reengineering
Characteristics of Reengineering
••Dramatic Im
provements
Dramatic Im
provements
••Minimized Handoffs
Minimized Handoffs
••Empowered Front
Empowered Front--liners
liners
••Organization W
ithout “W
alls”
Organization W
ithout “W
alls”
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The Reengineering How
The Reengineering How
••Vision/Purpose
Vision/Purpose
••Empowerm
ent
Empowerm
ent
••Commitment
Commitment
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Outcomes in Ambulatory Care
Outcomes in Ambulatory Care
“Outcomes are those
“Outcomes are those changes
changes, either
, either
favorable or adverse, in the actual or
favorable or adverse, in the actual or
potential
potential health status
health statusof of persons, groups,
persons, groups,
or communities
or communitiesthat can be
that can be attributed to
attributed to
prior or concurrent care.”
prior or concurrent care.”
––D
onabedia
nD
onabedia
n
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Structure, Process, Outcome
Structure, Process, Outcome
••Structure
Structure: The “component parts” of
: The “component parts” of
the settings in which care is provided.
the settings in which care is provided.
••Process
Process: W
hat practitioners and other
: W
hat practitioners and other
staff m
embers do in order to provide
staff m
embers do in order to provide
care for patients.
care for patients.
••Outcome
Outcome: A change in health status
: A change in health status
(for better or for worse) that can be
(for better or for worse) that can be
attributed to the care being assessed.
attributed to the care being assessed.
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Pat
ien
tO
utc
om
e
Team
Inte
ract
ion
O
ther
Car
egiv
ers
Nur
se C
are
Pro
toco
ls -
Gui
delin
es
Phy
sici
an C
are
Gov
erna
nce
P
harm
aceu
tical
sM
edic
al E
quip
men
t
Acc
ess
Man
agem
ent
S
uppo
rt S
ervi
ces
(App
oint
men
tsy
stem
)S
ocia
l Pol
icy Pat
ien
tC
omm
unity
JCA
HO
. QI i
n A
mb
ula
tory
Car
e 1
994
Ou
tco
me
-A P
rod
uct
of
M
any
Cau
ses
j
j5151
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The Quality Interface
The Quality Interface
••Outcomes are
Outcomes are indirect
indirectmeasures of quality.
measures of quality.
••“Outcomes are not direct m
easures of quality.
“Outcomes are not direct m
easures of quality.
They only provide screens and flags that are
They only provide screens and flags that are
warning signals.”
warning signals.”
––JC
AH
OJC
AH
O
(This
refe
rs t
o
(This
refe
rs t
o P
ati
ent
Pati
ent
Outc
om
es
Outc
om
es--
JH)
JH)
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PROCESS OUTCOMES /
PROCESS OUTCOMES /
PATIENT OUTCOMES
PATIENT OUTCOMES
PAT
IEN
T
OU
TC
OM
ES
Dis
ease
S
pec
ific
Gen
eral
Per
form
ance
Sat
isfa
ctio
n
Output
Input
Patient
Process
Healthcare
Process
Psycho
Socio
Physio
logic
al
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Four Types of Outcomes
Four Types of Outcomes
••Disease
Disease--Specific Outcomes
Specific Outcomes
••General Health Outcomes
General Health Outcomes
••Patient Perform
ance Outcomes
Patient Perform
ance Outcomes
••Patient Satisfaction Outcomes
Patient Satisfaction Outcomes
••(Cost?)
(Cost?)
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Disease
Disease--Specific Outcomes
Specific Outcomes
••Relate to a particular disease or physical,
Relate to a particular disease or physical,
mental, or social pathology.
mental, or social pathology.
••Can pertain to physiologic, microbiologic,
Can pertain to physiologic, microbiologic,
biochemical, or physical findings.
biochemical, or physical findings.
••Also include reported symptoms or
Also include reported symptoms or
feelings that have clinical significance.
feelings that have clinical significance.
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Types of
Types of
Disease
Disease--Specific Outcomes
Specific Outcomes
••Level One
Level One: Biochemical, m
icrobiologic,
: Biochemical, m
icrobiologic,
or physiologic change.
or physiologic change.
••Level Two
Level Two: Change in symptoms or
: Change in symptoms or
signs.
signs.
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General Health Outcomes
General Health Outcomes
••Relate to quality of life, well being, ability
Relate to quality of life, well being, ability
to function, ability to engage in usual
to function, ability to engage in usual
activities, independence.
activities, independence.
••A global health status measure.
A global health status measure.
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Types of
Types of
General Health Outcomes
General Health Outcomes
••Level Three
Level Three: Ability to Function
: Ability to Function
••Level Four
Level Four: Sense of Well Being
: Sense of Well Being
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Patient Perform
ance Outcomes
Patient Perform
ance Outcomes
What the patient understands or does
What the patient understands or does
as a result of interaction with the health
as a result of interaction with the health
care system.
care system.
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Types of
Types of
Patient Perform
ance Outcomes
Patient Perform
ance Outcomes
••Patient Understanding
Patient Understanding
The degree of knowledge relevant to illness or
The degree of knowledge relevant to illness or
healthful living.
healthful living.
••Patient Compliance
Patient Compliance
Adherence to health care regimens. Changes in
Adherence to health care regimens. Changes in
health related habits.
health related habits.
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Patient Satisfaction Outcomes
Patient Satisfaction Outcomes
““Patient satisfaction occupies a special position
Patient satisfaction occupies a special position
in the array of outcomes because it is 1) partly a
in the array of outcomes because it is 1) partly a
factor in improving future care, and 2) partly a
factor in improving future care, and 2) partly a
legitimate objective of current care, and 3)
legitimate objective of current care, and 3)
partly a judgment by the patient on the quality
partly a judgment by the patient on the quality
of care, with particular reference to its outcomes
of care, with particular reference to its outcomes
and amenities as well as the nature of the
and amenities as well as the nature of the
client’s relationship with the practitioner.”
client’s relationship with the practitioner.”
––D
onabedia
nD
onabedia
n
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Types of Patient Satisfaction
Types of Patient Satisfaction
Outcomes
Outcomes
••Amenities of Care (Structure)
Amenities of Care (Structure)
••Art of Care (Process)
Art of Care (Process)
••Result of Care (Outcome)
Result of Care (Outcome)
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Process Results
Process Results
The result
The result (“output”)
(“output”) of a process.
of a process.
Examples of process results:
Examples of process results:
* Patient education documented
* Patient education documented
* Return appointm
ent given
* Return appointm
ent given
* Correct m
edication prescribed
* Correct m
edication prescribed
* Therapeutic blood level of medication
* Therapeutic blood level of medication
Name some non
Name some non--clinical process results
clinical process results
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Ambulatory Outcome Classification System
Ambulatory Outcome Classification System
Biochemical, Microbiologic, Physiologic
Biochemical, Microbiologic, Physiologic
Symptoms or Signs
Symptoms or Signs
Genera
l H
ealt
h O
utc
om
es
Genera
l H
ealt
h O
utc
om
es
Ability to Function
Ability to Function
Sense of Well Being
Sense of Well Being
Pati
ent
Perf
orm
ance O
utc
om
es
Pati
ent
Perf
orm
ance O
utc
om
es
Patient Understanding
Patient Understanding
Patient Compliance
Patient Compliance
Pati
ent
Sati
sfacti
on O
utc
om
es
Pati
ent
Sati
sfacti
on O
utc
om
es
Amenities of Care
Amenities of Care
Art of Care
Art of Care
Results of Care
Results of Care
Dis
ease
-Specific
Outc
om
es
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The Dynamics of Change
The Dynamics of Change
••The
The W
ork
Work
of Change
of Change
••The
The Threat
Threatof Change
of Change
••The
The Pain
Painof Change
of Change
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Part One
Part One: Overview of
: Overview of
Quality in Health Centers
Quality in Health Centers
••Toward an understanding of quality
Toward an understanding of quality
••Building a quality vision: The three strategic
Building a quality vision: The three strategic
results of quality
results of quality
••Im
pact of quality in Health Centers
Impact of quality in Health Centers
••Quality assessment; quality improvement
Quality assessment; quality improvement
••Total Quality Management
Total Quality Management
••Reengineering
Reengineering
••Outcomes in ambulatory care
Outcomes in ambulatory care
••The dynamics of change
The dynamics of change
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Agenda for tomorrow
Agenda for tomorrow
••Session One
Session One
8:00
8:00--8:50
8:50
••Session Two
Session Two
9:00
9:00--9:50
9:50
••Session Three
Session Three
10:10
10:10--11:00
11:00
••Session Four
Session Four
11:10
11:10--12:30
12:30
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The Eight Essential Concepts
The Eight Essential Concepts
••A working definition of quality
A working definition of quality
••Customer orientation; the “expectations gap”
Customer orientation; the “expectations gap”
••Cost of quality
Cost of quality --PONC
PONC
••Understanding process
Understanding process
••Measurement
Measurement
••Understanding variation
Understanding variation
••The 10
The 10--Step Process Improvement Method
Step Process Improvement Method
••Teamwork
Teamwork
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A W
orking Definition of Quality
A W
orking Definition of Quality
••“Quality is doing the
“Quality is doing the right thing
right thingright
right, the
, the
first time and every time.”
first time and every time.”
••“Quality m
eans
“Quality m
eans always
always
doing the
doing the
appropriate
appropriate
thing
thing efficiently
efficiently.”.”
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QUALITY
QUALITY
IS
CONFORMANCE TO
REQUIREMENTS
Philip B. Crosby
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ALL W
ORK IS A PROCESS
ALL W
ORK IS A PROCESS
R E Q U I R E M E N T
SA
TIS
FA
CTIO
N
OU
TPU
T
OU
TCO
MES
PR
OCESS
(EFFIC
IEN
CY)
SUPPLIER CUSTOMER
R E Q U I R E M E N T S
R E Q U I R E M E N T S
INPU
TS
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Value
Value
“Doing the
“Doing the right thing
right thing
right
right, ,
the first time and every time
the first time and every time
--at the
at the
--least possible cost
least possible cost.”.”
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VALUE
VALUE
Value equals
Outcome + Service
Cost
(Do you agree?)
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Customer Orientation
Customer Orientation
and the
and the
“Expectations Gap”
“Expectations Gap”
••Internal and external customers
Internal and external customers
••Determ
ine customer requirements
Determ
ine customer requirements
••The supplier/customer “expectations
The supplier/customer “expectations
gap”
gap”
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Cost of Quality
Cost of Quality --PONC
PONC
••PONC: Price Of Non
PONC: Price Of Non--Conform
ance
Conform
ance
(What it costs to do things wrong)
(What it costs to do things wrong)
••Why PONC?
Why PONC?
••Calculating PONC
Calculating PONC
“As q
uality
goes u
p, cost
com
es d
ow
n”
“As q
uality
goes u
p, cost
com
es d
ow
n”
--Jay Hughes, MD
Jay Hughes, MD
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Understanding Process
Understanding Process
••“A process is an activity or a series of
“A process is an activity or a series of
activities that changes something.”
activities that changes something.”
••Elements of a process
Elements of a process
••Process thinking
Process thinking
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ALL
WO
RK
IS A
PR
OC
ES
S
HE
ALT
HC
AR
E
PR
OC
ES
S
O U T C O M E S
SU
PP
LIE
RC
US
TO
ME
R
INP
UT
S
TO
PR
OC
ES
S
(owner)
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“A process will produce exactly
“A process will produce exactly
what it is designed to produce;
what it is designed to produce;
no m
ore and no less.”
no m
ore and no less.”
Donald Berwick MD
Donald Berwick MD
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Medical Transcription
Medical Transcription
Charts by Day
Charts by Day
0510
15
20
25
30
35
40
45
50
55
60
M
W
F
T
T
M
W
F
T
T
M
W
F
Charts P
er D
ay
Goa
l
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Elements of a Process
Elements of a Process
••Something passed along
Something passed along
••A series of steps
A series of steps
••Inputs and outputs
Inputs and outputs
••Customers and suppliers
Customers and suppliers
••The owner
The owner
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Process Thinking (1)
Process Thinking (1)
••Every process can be understood and
Every process can be understood and
improved.
improved.
••Every problem has a cause, and it is
Every problem has a cause, and it is
usually related to the process.
usually related to the process.
••Every process can be m
apped out.
Every process can be m
apped out.
••Every process contains critical points
Every process contains critical points
which can be m
easured.
which can be m
easured.
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Flow Charting
Flow Charting
owner owner owner owner
EXERCISE:
“Regis
teri
ng a
pati
ent”
“Turn
ing o
n a
TV”
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Process Scoping
Process Scoping
owner owner owner owner owner
For the purpose of analysis
Initial Final
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Process Thinking (2)
Process Thinking (2)
••Every process will contain variation.
Every process will contain variation.
••“Tampering” results from improvement
“Tampering” results from improvement
attempts prior to real understanding.
attempts prior to real understanding.
••Those closest to the process are best
Those closest to the process are best
suited to understand and improve the
suited to understand and improve the
process.
process.
••Every process will have predefined
Every process will have predefined
process requirements.
process requirements.
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Measurement
Measurement
••“M
easurement is the voice of the process.”
“Measurement is the voice of the process.”
--W
illiam
Scherk
enbach
William
Scherk
enbach
••“All processes generate data that can be
“All processes generate data that can be
measured and m
onitored.”
measured and m
onitored.”
--D
onald
Berw
ick, M
DD
onald
Berw
ick, M
D
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Measurement Steps
Measurement Steps
••Identify the process
Identify the process
••Prioritize
Prioritize
••Choose an indicator
Choose an indicator
••Count
Count
••Communicate
Communicate
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Understanding Variation
Understanding Variation
••Variation happens. All processes have
Variation happens. All processes have
variation.
variation.
••Expect and understand variation.
Expect and understand variation.
••Common cause
Common cause vsvs. special cause variation.
. special cause variation.
••Avoid tampering.
Avoid tampering.
••Reduce variation as much as possible.
Reduce variation as much as possible.
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The Control Chart
The Control Chart
••Plot points.
Plot points.
••Should be at least 20 points.
Should be at least 20 points.
••Within 3 standard deviations
Within 3 standard deviations——
common
common
cause variation.
cause variation.
••Outside 3 standard deviations
Outside 3 standard deviations——
special
special
cause variation.
cause variation.
••Good and inexpensive software is
Good and inexpensive software is
available.
available.
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Common Cause Variation
Common Cause Variation
••Controlled variation.
Controlled variation.
••Causes of variation are built into the
Causes of variation are built into the
process.
process.
••Need to redesign the process in order to
Need to redesign the process in order to
reduce common cause variation.
reduce common cause variation.
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Special Cause Variation
Special Cause Variation
••Uncontrolled variation.
Uncontrolled variation.
••Variation is the result of forces from
Variation is the result of forces from
outside the process.
outside the process.
••Investigate special cause variation
Investigate special cause variation
immediately.
immediately.
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What is Tampering
What is Tampering
••Treating everything as a special cause.
Treating everything as a special cause.
••Trying to improve something without
Trying to improve something without
understanding it.
understanding it.
••Continual adjustment of a stable process
Continual adjustment of a stable process
(tampering) will increase process
(tampering) will increase process
variability and do m
ore harm
than good.
variability and do m
ore harm
than good.
••Most American m
anagers are adept at
Most American m
anagers are adept at
tampering.
tampering.
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The 10
The 10--Step
Step
Process Improvement Method
Process Improvement Method
1) Identify the problem
1) Identify the problem
2) Identify the process
2) Identify the process
3) Measure the problem
3) Measure the problem
4) Identify the
4) Identify the
customer(s)
customer(s)
of the process
of the process
5) Determ
ine customer
5) Determ
ine customer
requirements
requirements
6) Determ
ine possible
6) Determ
ine possible
causes of the
causes of the
problem
problem
7) Determ
ine possible
7) Determ
ine possible
solutions
solutions
8) Prioritize and choose
8) Prioritize and choose
one possible solution
one possible solution
9) Test and m
easure
9) Test and m
easure
the solution
the solution
10) Continue to m
onitor
10) Continue to m
onitor
the
theprocess
process
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The 10
The 10--Step
Step
Process Improvement Method (1)
Process Improvement Method (1)
••Identify the problem
Identify the problem
••Identify the process
Identify the process
••Measure the problem
Measure the problem
••Identify the customer(s) of the process
Identify the customer(s) of the process
••Determ
ine customer requirements
Determ
ine customer requirements
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The 10
The 10--Step
Step
Process Improvement Method (2)
Process Improvement Method (2)
••Determ
ine possible causes of the
Determ
ine possible causes of the
problem
problem
••Determ
ine possible solutions
Determ
ine possible solutions
••Prioritize and choose one possible
Prioritize and choose one possible
solution
solution
••Test and m
easure the solution
Test and m
easure the solution
••Continue to m
onitor the process
Continue to m
onitor the process
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Cause and Effect Diagram
Cause and Effect Diagram
Patient
Provider
Inform
ation
Procedures
Materials
EFFECT
Inform
ation
Policies
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102
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103
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Cause and Effect Diagram
Cause and Effect Diagram
Perform
ance
Standards
Training and
Knowledge
Facilities &
Equipment
Inform
ation
Procedures
Protocols
Protocols
Materials
EFFECT 10
410
4
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CELEBRATE!!
CELEBRATE!!
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If you haven’t got the time to
If you haven’t got the time to
do it right, when will you find
do it right, when will you find
the time to do it over?
the time to do it over?
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Teamwork
Teamwork
••The secret for improving processes
The secret for improving processes
••Better mapping; better measuring; better
Better mapping; better measuring; better
ideas
ideas
••Stronger buy
Stronger buy--inin
••Balanced team representation
Balanced team representation**
107
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The Quality Improvement
The Quality Improvement
Culture
Culture
••Visualize the new culture
Visualize the new culture
••Ensure absolute leadership commitment
Ensure absolute leadership commitment
••Practice constant reinforcement
Practice constant reinforcement
••“Plot points”
“Plot points”
••Involve everyone in the transform
ation
Involve everyone in the transform
ation
••Create heroes
Create heroes
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Guidelines for Presentations
Guidelines for Presentations
••Determ
ine points to be m
ade
Determ
ine points to be m
ade
••Develop an outline of essential factors
Develop an outline of essential factors
relating to each point
relating to each point
••Practice m
aking the point
Practice m
aking the point
••Provide visual reinforcement for each
Provide visual reinforcement for each
point (handout)
point (handout)
••Involve the audience (questions,
Involve the audience (questions,
interactive discussion, etc.)
interactive discussion, etc.)
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Our Health Center
Our Health Center
Culture of Quality (1)
Culture of Quality (1)
••When something goes wrong, we ask
When something goes wrong, we ask
“why” rather than “who.”
“why” rather than “who.”
••We believe that every individual on our
We believe that every individual on our
staff is a worthwhile human being who will
staff is a worthwhile human being who will
always do his/her best.
always do his/her best.
••We build self respect and pride in a job
We build self respect and pride in a job
well done.
well done.
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Our Health Center
Our Health Center
Culture of Quality (2)
Culture of Quality (2)
••We are continuously and relentlessly
We are continuously and relentlessly
improving.
improving.
••Our employees are empowered,
Our employees are empowered,
enthusiastic and proud.
enthusiastic and proud.
••Our patients are always satisfied, often
Our patients are always satisfied, often
delighted, and sometimes dazzled.
delighted, and sometimes dazzled.
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Our Health Center
Our Health Center
Culture of Quality (3)
Culture of Quality (3)
••We know how to improve processes
We know how to improve processes
without tampering.
without tampering.
••Our walls are adorned with flow charts,
Our walls are adorned with flow charts,
data charts, and bold statements of our
data charts, and bold statements of our
Mission, Vision, and Values.
Mission, Vision, and Values.
••Achieving our goals is not good
Achieving our goals is not good
enough... W
e are not satisfied until we
enough... W
e are not satisfied until we
have achieved our full potential.
have achieved our full potential.
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“A journey of a thousand
“A journey of a thousand
miles begins with a single
miles begins with a single
step.”
step.”
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Process Model Worksheet*
Process Model Worksheet*
Quality Perform
ance Procedures
Standards
Protocols
INPU
TS
OU
TPU
T
(Custo
mer
Requir
em
ents
)
Equipment/ Training/
Facilities Knowledge
PROCESS
*Philip Crosby Associates
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