OPERATIONAL ANALYSIS & QUALITY IMPROVEMENT

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OPERATIONAL ANALYSIS & QUALITY IMPROVEMENT

MEASUREMENT

MEASUREMENT

A CENTRAL ELEMENT OF CQI STATISTICAL ANALYSIS

COLLECTION, SUMMARIZATION, EXAMINATION, MANIPULATION, INTERPRETATION OF MEASUREMENTS TO DETERMINE CAUSES, PATTERNS, TRENDS

HEALTH CARE INSTITUTIONS ARE FULL OF DATA

‘FACTOIDS’, OPINIONS, AND ANECDOTES THAT LOOK LIKE DATA

DATA USED TO EVALUATE CURRENT CONTEXTS, ANALYZE AND IMPROVE PROCESSES, AND TRACK PROGRESS

QUALITY EVOLUTION FROM INDUSTRY TO HEALTH CARE HAS INCLUDED THE TRANSFER AND ADOPTION OF INDUSTRIAL STATISTICAL TOOLS TO MEASURE QUALITY IMPROVEMENT

PRIMARY PURPOSE OF MEASUREMENT IN QUALITY INITIATIVE IS TO MAKE IMPROVEMENTS!

EVOLUTIONARY CHARACTER of CQI

CHECKLIST FOR CQI STARTED IN AVIATION

USED IN ICU TO REDUCE CENTRAL LINE INFECTIONS

SURGICAL SAFETY CHECKLIST ENDORSED BY WHO

EFFECTIVE LEADERSHIP

INTERDISCIPLINARY TEAMWORK

USE OF A PDSA IMPROVEMENT CYCLE

ENGAGEMENT OF A BROAD RANGE OF EXPERTISE

CHECKLISTS: SUCCESSFUL?

WHY ISN’T CQI USED MORE? WHY IS THE GAP BETWEEN KNOWLEDGE AND PRACTICE SO LARGE? WHY DON’T CLINICAL SYSTEMS INCORPORATE BEST PRACTICES?

LIMITED

ARE TOOLS TOO SIMPLE FOR COMPLEX SYSTEMS? WHAT ARE BROADER ISSUES (PROCESS VS. OUTCOME; COST VS. BENEFIT VS. VALUE; ETC.)

IMPROVEMENT IN QUALITY AND SAFETY REMAINS LIMITED BECAUSE OF COMPLEXITY AND COST OF US HEALTHCARE SYSTEM

CHECKLISTS

CHECKLISTS – NOT STATISTICAL TOOLS NOR COMPLETELY NEW TOOL IN QUALITY IMPROVEMENT (AVIATION)

PART OF AN ACCELERATED EVOLUTION INTO MEDICAL CARE WHICH HAS HAD A GREATER FOCUS ON SAFETY ISSUES

HAVE BEEN FOUND TO BE AN EFFECTIVE SAFETY TOOL IN SURGERY

THE EXTENT TO WHICH A PROCESS DIFFERS FROM THE NORM

STARTING POINT FOR QI – UNDERSTANDING THE TYPE AND CAUSES OF SYSTEM VARIATION

STATISTICAL CONTROL – BASIS OF CQI

IF A PROCESS EXHIBITS VARIATION, THEN THE CAUSE HAS TO BE DISCOVERED AND REMOVED

DETERMINING VARIATION AND ANALYZING ITS CAUSES IN ORDER TO REMOVE THEM IS ONE PRIMARY FUNCTION OF CQI

VARIATION

PROCESS VARIATION

MATERIALS, MACHINES, INDIVIDUALS

ADDRESSED BY EMPLOYEES

EXTERNAL

SOURCE SPECIFIC

DESIGN, TRAINING, WORKING CONDITIONS

ADDRESSED BY MANAGEMENT

INTERNAL/INHERENT

PROCESS SPECIFIC

COMMON CAUSE

SPECIAL CAUSE

OUTCOME MEASURES

THE ‘GOLD STANDARD’ OF MEASUREMENT IN QUALITY OF CARE

OUTCOME DATA – HARDER TO COLLECT AND ANALYZE THAN STRUCTURE OR PROCESS INFORMATION

OUTCOME MEASURES – PROBLEMATIC FOR A NUMBER OF REASONS (RECOVERY TIMES, ACUITY OF CONDITIONS, CO-MORBIDITY, ETC.)

RISK ADJUSTMENT – CRUCIAL IN ACCURATELY EVALUATING PROVIDERS

THE 7 CQI TOOLS

Flow charts

Run charts

Control charts

Regression analyses

Cause and effect diagrams

Histograms

Pareto charts

FLOWCHARTS

(A.K.A. PROCESS FLOW DIAGRAMS)

SHOW PICTORIAL REPRESENTATIONS OF HOW A PROCESS WORKS

DEFINE, DESCRIBE, AND COMMUNICATE CLINICAL, ADMINISTRATIVE, AND OPERATIONAL PROCESSES

TRACE THE STEPS THAT THE “OBJECT” OF A PROCESS GOES THROUGH FROM START TO FINISH

USE TO DESCRIBE THE SEQUENCE OF ACTIONS THAT MUST BE CARRIED OUT TO COMPLETE A TASK

CAUSE-and-EFFECT DIAGRAM

(A.K.A. ISHIKAWA OR FISHBONE DIAGRAMS)

USEFUL IN IDENTIFYING VARIATION ONCE THE PROCESS HAS ALREADY BEEN DESCRIBED AND DOCUMENTED

MEANS OF RELATING CAUSES OF VARIATION TO THE EFFECT OF VARIATION ON THE PROCESS

HELP TO ORGANIZE THE CONTRIBUTING CAUSES TO A PROBLEM IN ORDER TO PRIORITIZE, SELECT, AND IMPROVE THE SOURCE OF THE PROBLEM

HISTOGRAM

VERTICAL BAR CHART REPRESENTING THE FREQUENCY DISTRIBUTION OF SET OF DATA

X-AXIS REPRESENTING EQUAL OR ADJACENT DATA INTERVALS OR DISCRETE EVENTS

Y-AXIS SHOWS THE NUMBER OF OBSERVATIONS FALLING ON THAT INTERVAL OR EVENT CLASSIFICATION

SUCCESSIVE HISTOGRAMS CAN BE USED TO INDICATE WHETHER OR NOT THERE HAS BEEN A CHANGE IN THE VARIABILITY OF A PROCESS.

NORMAL DISTRIBUTION – MARKED BY BELL-SHAPED CURVE

PARETO DIAGRAM

A VERTICAL BAR CHART WITH THE BARS ARRANGED FROM THE LONGEST FIRST ON THE LEFT AND MOVING SUCCESSIVELY TOWARD THE SHORTEST

VERTICAL BARS GIVE INDICATION OF THE RELATIVE FREQUENCY OF THE CONTRIBUTING CAUSES OF THE PROBLEM; EACH BAR REPRESENTS ONE CAUSE

VITAL FEW CAUSES ARE LIKELY TO CONSTITUTE THE AREAS OF HIGHEST PAYBACK

USEFUL MANY CAUSES SHOULD HAVE THE LARGEST POTENTIAL FOR REDUCING PROCESS VARIATION

REGRESSION ANALYSIS

TESTS THE HYPOTHESIS THAT ONE EVENT IS TEMPORALLY OR CAUSALLY RELATED TO ANOTHER BY SOME FORM OF CORRELATIONAL MODELING

NEGATIVE FINDINGS ABOUT CAUSE-AND-EFFECT RELATIONSHIPS ARE NOT A BAD OUTCOME IN CQI

THEY REDUCE THE COMPLEXITY OF THE SET OF CAUSE-AND-EFFECT HYPOTHESES TO BE STUDIED BY REDUCING THE NUMBER OF POSSIBLE CAUSES

REGRESSION ANALYSIS IS USED TO TEST WHAT MAY TURN OUT TO BE ERRONEOUS IMPRESSIONS ABOUT THE CAUSES OF POOR PERFORMANCE

IT CAN ALSO PROVIDE A WAY OF LOOKING FOR UNKNOWN OR UNDERRATED ASSOCIATIONS AND TO VERIFY AND SUPPORT ANY IMPROVEMENT PROGRAMS AND PROCESSES

RUN CHARTS (a.k.a. Process Performance Charts)

ANSWER THE QUESTIONS, “HOW ARE WE DOING?” AND “ARE WE DOING BETTER SINCE IMPLEMENTING THE IMPROVEMENT INTERVENTION?”

DOES THE BEHAVIOR OF THE PROCESS CHANGE OVER TIME?

ESTABLISH THE TIME OF PROCESS PERFORMANCE CHANGES

* PROCESS IS UNDER CONTROL -NO SPECIAL SOURCE VARIATION

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