strategies for improving surgical quality: a conceptual framework justin b. dimick, md, mph...
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Strategies for improving surgical quality: A conceptual framework
Justin B. Dimick, MD, MPHAssociate Professor of SurgeryDepartment of SurgeryUniversity of Michigan
My clinical trajectory
Disclosure•Co-Founder, consultant, and equity owner•Database/reporting software for MSQC, MTQIP, MUSIC, MSSIC, MVC, American Hernia Society, American Association of Endocrine Surgeons•No cost contract for all services related to MBSC
Performance varies
Waves of ChangeHealth System Strategic Activity
Physician AlignmentHealth systems acquiring practices, hospitalsPhysician selection – volume, quality, costFinancial incentives/compensation aligned
At-Risk Business ModelsQuality Bonuses and PenaltiesEpisode Payment BundlesAccountable care organizations
Physician-led Quality ImprovementOutcomes measurement & analysisPhysician collaboration on best practices & CDSReduced variation in quality
Act
ivit
y
My clinical trajectoryIs this a Is this a safety safety
problem?problem?
Safety of bariatric surgery in the United States
Dimick JB, et al. JAMA 2013
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Non-Medicare Medicare
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Time (Year)
2004 2005 2006 2007 2008 2009
My clinical trajectory
Bariatric surgery outcomes in Michigan:Mortality = 1/3000 (0.003%)Leak rate = 5/1000 (0.5%)Bleeding = 1/100 (1.0%)Length of stay = 2 days (median)
What are the different strategies What are the different strategies for improving surgical quality? for improving surgical quality?
The next 40 minutes
• Build a shared mental model
• Introduce a conceptual framework outlining the key strategies for improving surgical quality
• Exercise & sorting of audience
• Show examples of outcomes research that uses each strategy
Exercise
• Cards will be passed from the front of the room – take 1 card and pass the deck back
• Exchange them among yourselves until you one that best represents YOU
• Sit back down sorted by color group (seating chart on next page)
Sort yourselves
YELLOWYELLOW
REDRED
GREENGREEN
BLUEBLUE
Collaborate Create
CompeteControl
Collaborate Create
CompeteControl
Innovative“Out of the box” thinkers
Focus on ideas
Collaborate Create
CompeteControl
Innovative“Out of the box” thinkers
Focus on ideas
Warm and cuddlyStrong mentoring skills
Focus on relationships
Collaborate Create
CompeteControl
Innovative“Out of the box” thinkers
Focus on ideas
DrivenCompetitive“Must win” attitude
Focus on results
Warm and cuddlyStrong mentoring skills
Focus on relationships
Collaborate Create
CompeteControl
Innovative“Out of the box” thinkers
Focus on ideas
DrivenCompetitive“Must win” attitude
Focus on results
Warm and cuddlyStrong mentoring skills
Focus on relationships
Rules and regulationsPolicy adherence
Focus on compliance
Collaborate Create
CompeteControl
Collaborate Create
CompeteControl
New technology & Innovative surgical approaches
Focus on new ideas
Physicians competing with each other
Focus on the best outcomes
Physicians working together
Focus on building relationships
Policies mandating physician compliance
Focus on compliance with standards
Improving quality = adding value
Brainstorm
• What are the best ways to improve surgical quality by focusing on competition?
Create
Compete
CMS national coverage decision
Complications with bariatric surgery in Michigan
Birkmeyer NJO et al., JAMA, 2010
COEs vs. non-COEs, 12 large States
Adverse outcomes
Odds Ratio for Adverse Outcome,
COE vs. non-COE (95% CI) Adjusting for patient characteristics,
procedure type, and time trends (95% CI)
Any complications 0.97 (0.90,1.06)Serious complications 0.92 (0.85,1.01)
Reoperations 1.11 (0.92,1.34)
Dimick JB, et al. JAMA 2013
Implementation of the COE policy
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Non-Medicare Medicare
National Coverage Decision
Ser
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omp
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Time (Year)
2004 2005 2006 2007 2008 2009
Dimick JB, et al. JAMA 2013
Challenges of using competition
• Sometimes hard to know who’s “the best”
• Patient access issues
• Highly polarizing
With competition there is tension with collaboration
Brainstorm
• What are the best ways to improve surgical quality using innovation and new ideas?
Create
Lower risk procedures
0%
10%
20%
30%
40%
50%
60%
70%
2004 2005 2006 2007 2008 2009
LRYGB ORYGB LAGB Other
NCD
Procedure type:
Time (Year)
% o
f P
atie
nts
Changes in procedure use
New technology
Band erosion rates of 30% and removal rates of 50%
Downsides of new technology
• Unintended consequences– Safer but less effective?
• Widespread adoption without adequate evidence
With innovation there is tension with standardization
1. Beaumont Grosse Pointe2. Borgess Medical Center3. Bronson Medical Center4. Crittenton Hospital and Medical Center5. Forest Health Medical Center6. Gratiot Medical Center7. Harper University Hospital8. Henry Ford Macomb Hospital9. Henry Ford Hospital10. Henry Ford Wyandotte11. Hurley Medical Center12. Lakeland Community Hospital13. Marquette General Hospital14. McLaren Regional Medical Center15. Mercy General Health Partners16. Metro Health in Wyoming17. Munson Medical Center18. Oakwood Hospital19. Port Huron Hospital20. Sparrow Health System21. Spectrum Health System22. St. John Hospital and Medical Center23. St. John Oakland24. St. Mary Mercy Hospital25. St. Mary's Grand Rapids26. University of MI Health System27. Beaumont Troy28. Beaumont Royal Oak29. Huron Valley Sinai30. Henry Ford West Bloomfield31. St. Joseph Mercy Oakland32. North Ottawa Community Hospital
Collaborative quality improvement
• Identifying and implementing best practices– Surgeons learning from their data
– Surgeons learning from each other
Nancy Birkmeyer, PhD Director, MBSC
70 surgeons and program coordinators from 32 programs
Health Affairs, April, 2011
Brainstorm
• What are the best ways to improve surgical quality by focusing on compliance?
Control
Standardizing care across Michigan:
Optimizing VTE prophylaxis for bariatric surgery
Use of Pre-Operative Heparin, 2008
VTE rates by Type of Heparin Used
Birkmeyer NJO et al., Arch Surg, 2013
VTE Risk Calculator and Treatment Guidelines
Rates of VTE Guideline Adherence Over Time
*Based on random site audit of 1,148 charts to verify VTE prophylaxis data
Temporal Trends in Rates of VTE and Death
Challenges with strategies focused on standardization
• It may only get you so far – set’s a low bar• Could potentially stifle innovation – prevent
better solutions from emerging
With standardization there is tension with innovation
Brainstorm
• What are the best ways to improve surgical quality by focusing on relationships?
Collaborate
Modified OSATS Global Rating Scale of Operative Performance
Category Performance rating: 1 (Poor performance) – 5 (Excellent performance)Respect for Tissue 1 2 3 4 5
Frequently used unnecessary force on
tissue or caused damage by
inappropriate use of instruments
Careful handling of tissue but occasionally
caused inadvertent damage
Consistently handled tissues appropriately with minimal damage
Time and Motion 1 2 3 4 5
Many unnecessary moves
Efficient time/motion but some unnecessary
moves
Economy of movement and
maximum efficiencyInstrument Handling 1 2 3 4 5
Repeatedly makes tentative or awkward
moves with instruments
Competent use of instruments but
occasionally appeared stiff or awkward
Fluid moves with instruments and no
awkwardness
Flow of Operation 1 2 3 4 5
Frequently stopped operating or needed to
discuss next move
Demonstrated ability for forward planning
with steady progression of operative procedure
Obviously planned course of operation with effortless flow
from one move to the next
Exposure 1 2 3 4 5
Poor retraction frequently causing poor
visualization or awkward tissue
alignment
Good exposure for most of the key steps of
procedure
Highly skilled retraction. Makes
operation appear easy
Overall Technical Skill 1 2 3 4 5
Chief residentAverage bariatric
surgeonMaster bariatric
surgeon
Note: ◊ represents the mean; bars extend from mean ± standard error.
Average of Six Ratings of Technical Skill
Video # =
N Raters =
Note: ◊ represents the mean; bars extend from mean ± standard error.
Average of Six Ratings of Technical Skill
Video # =
N Raters =
Bottom TopMiddle
p<0.001
p<0.001
p=0.001
Surgeon Skill:
Rafael Nadal
Itzhak Perlman
Next steps
• Cluster randomized trial of a peer-coaching intervention to improve skills and outcomes (AHRQ R01)
• Implement skill rating, best videos, and qualitative feedback on technique for everyone
Challenges to collaborative quality improvement
• It goes against many of our instincts– Can be uncomfortable
• Creating a sense of community takes a significant time commitment
With collaboration there is tension with competition
Collaborate Create
CompeteControl
Adoption of new technology will continue to advance safety but needs to be evidence-based
Center of excellence models will work but only for few rare conditions
Collaborative quality improvement is a powerful tool for large-scale quality improvement but its challenging to engage surgeons
Efforts at compliance with standards and work but generally set a low bar on performance
The secret to using each strategy lies in finding balance with the opposite quadrant
Collaborate Create
CompeteControl
New technology & Innovative surgical approaches
Focus on new ideas
Physicians competing with each other
Focus on the best outcomes
Physicians working together
Focus on building relationships
Policies mandating physician compliance
Focus on compliance with standards
Improving quality = adding value
Our responsibility
External pressures mounting
Physician AlignmentHealth systems acquiring practices, hospitalsPhysician selection – volume, quality, costFinancial incentives/compensation alignedManagement coordination
At-Risk Business ModelsQuality Bonuses and PenaltiesEpisode Payment BundlesCapitation / Population HealthMember Claims Analysis
Physician-led Quality ImprovementOutcomes measurement & analysisPhysician collaboration on best practices & CDSReduced variation in qualityLower, more predictable costs
Act
ivit
y
My clinical trajectory
Bariatric surgery outcomes in Michigan:Mortality = 1/3000 (0.003%)Leak rate = 5/1000 (0.5%)Bleeding = 1/100 (1.0%)Length of stay = 2 days (median)
But we’ve done it before.
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