Module 5: Quality Improvement
Section outline
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Presented by Katherine Dang

Objectives
After this module, trainees should able to:
Part 1:
1. Define what Quality Improvement is in healthcare
2. Understand the Institute of Healthcare Improvement Approach when conducting a quality improvement project
3. Identify a Quality Improvement problem
4. Design a SMART goal based upon a quality improvement problem
Part 2:
1. Understand how to identify and assess key stakeholders
2. Understand how to conduct a root cause analysis
3. Understand how to implement a PDSA cycle for test of change
Part 3:
1. Explore qualitative and quantitative analytical approaches for your measures
2. Review a real-world example for implementation of Quality Improvement tools like problem-statements, SMART goals, measures, stakeholder analysis, fishbone, process map, PICK chart, Plan-do-study-act (PDSA) cycle planning and run chart creation and interpretation.
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Module 5.1
Bodenheimer T, Ghorob A, Willard-Grace R, Grumbach K. The 10 Building Blocks of High-Performing Primary Care. Ann Fam Med, 2014 12(2). 166-171. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3948764/pdf/0120166.pdf This is an article that has become a popular way to understand and connect the key elements of high quality primary care. In fact, failure to achieve hiqh quality ambulatory care in any ambulatory setting can be the result of missing some of the building blocks described in this paper.
The Breakthrough Series: IHI’s Collaborative Model for Achieving Breakthrough Improvement. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; This article will introduce you to the Institute for Healthcare Improvement and the development of formalized approaches to rapid-cycle quality improvement and other quality improvement innovations.
Massoud MR, Nielsen GA, Nolan K, Schall MW, Sevin C. A Framework for Spread: From Local Improvements to System-Wide Change. IHI Innovation Series white paper. Cambridge, MA: Institute for Healthcare Improvement; 2006. This article provides insight about the "Framework for Spread", which sits at the intersection between quality improvement and implementation science.
Module 5.2
Going Lean in Health Care. IHI Innovation Series white paper. Boston, MA: Institute for Healthcare Improvement; 2005. This article describes an approach to improve efficiency in health care that has been widely adopted by quality improvement professionals in health care.
Executive Summary. Crossing the Quality Chasm: A New Health System for the 21st Century. This is the executive summary from a seminal text on quality improvement that remains highly relevant today.
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Opened: Monday, August 1, 2022, 12:00 AMDue: Tuesday, August 22, 2023, 12:00 AM
Part 1: Based on one of the research topics you have been considering, or another topic of interest to you, create a QI Problem Statement.
- For example, "Team debriefings after a Code Blue is known to improve patient survival. Our hospital does not have a formal procedure to assure that team debriefings take place after a Code Blue.")
In one page, describe why this problem is important (referencing published literature and/or observed experience in your clinical setting), who it affects (e.g., certain types of clinic staff, certain types of patients, etc.), and how they are affected.
- Also explain what products, services, policies, or procedures are currently involved in causing the problem and/or might need to be changed to solve the problem.
- Consider aligning your QI Problem Statement with at least one of the six dimensions of quality: safety, effectiveness, patient centeredness, timeliness, efficiency, and equity.
Part 2: In one page, describe an intervention to address your QI Problem Statement that uses SMART goals (Specific, Measurable, Achievable, Relevant, and Time-Bound).
- Choose at least one Process Measure (e.g., changes to the way care is delivered) and one Outcome Measure (e.g., changes in clinic staff satisfaction, patient experience, or patient health outcomes) that can be used to assess the results of your intervention, and Balance Measure (e.g., how to be sure that your intervention is not introducing new problems into other parts of the system that were not there before).
- For example, if you chose to implement a new Code Blue Debriefing protocol as described above, a process measure might be the number and proportion of times the protocol was actually used in the following 3 months after implementation.
An outcomes measure for this intervention might include staff satisfaction with team communication and/or the number and proportion of patients that survived Code Blue 6 months after implementation of the protocol compared to the year before implementation of the protocol.
A balance measure might involved checking to see whether the amount of time needed for the debriefings increased the amount of cross coverage needed for other patients to make them possible. To guide you with this homework, we are also providing a QI Project Charter Template as a reference. This was developed by Dr. Brooke Harris and colleagues at Kaiser Permanente. This template goes beyond the goals for this homework but may be useful to you if you choose to propose a full-scale QI project in your Final Protocol.
Part 3: Explore the Institute for Healthcare Improvement webpage. Propose appropriate data collection and presentations tools for your QI-related project, justify your rationale for choosing the tools, and review with it with your mentor.
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Opened: Friday, July 5, 2024, 12:00 AMDue: Friday, July 12, 2024, 12:00 AM