quality improvement methods chpca 2014 learning institute banff, alberta brigette hales, m.sc....
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Quality Improvement MethodsCHPCA 2014 Learning Institute
Banff, Alberta
Brigette Hales, M.Sc.Department of Quality & Patient SafetySunnybrook Health Sciences Centre
Canadian Hospice Palliative Care Association Learning Institute 2014
Presenter Name : Brigette Hales
Relationships with commercial interests:No relationships with commercial interests
Faculty/Presenter Disclosure
Learning Objectives
• Establish a clear improvement goal for an improvement project
• Plan effective rapid cycle improvements using the PDSA cycle model
• Understand the importance of QI measurement and how to select indicators
• Appreciate the importance of good survey design, data collection and the ethics of quality improvement
• Incorporate change management skills in order to enhance improvement projects
Pulse Check
• How many of you have had some formal training in QI?
• How many of you have ‘done’ QI?
• How many have an improvement project / goal in mind this morning?
Theory & Science of Quality Improvement
• Total Quality Management• Lean / Six Sigma• CQI• Theory of constraints• TRIZ• The Model for Improvement / PDSA • FOCUS• Knowledge Translation / Evidence Based Medicine• Complex Adaptive System (Complexity Theory)• Human Factors / Systems Thinking• SQUIRE
Common Themes
• Importance of planning and preparation• Stakeholder engagement• Understanding your environment/culture• Effective communication• Importance of measurement /evaluation
The Importance of Stakeholders
• Identification of internal, external and key stakeholders is critical to ensuring successful change
• Stakeholders are your partners in refining what improvements need to happen
• They will also determine how well your improvement is sustained
Assessing your environmental readinessReference: RNAO Clinical Guideline Implementation Toolkit
• Structure• Workplace culture• Communication systems• Leadership support• Knowledge, skills & attitudes• Resources• Interdisciplinary relationships
What are we trying to accomplish?
How will we know a change is an
improvement?
What changes can we make that will result in
improvement?
AIM
CHANGES
MEASURES
Model for Improvement & Rapid Cycle Improvement
Plan
Do
Study
Act
PDSA Cycles for rapid testing & implementation of
changes
The Model for Improvement(Langley, Nolan, et al. Improvement
Guide, 1996)
What are we trying to accomplish?
How will we know a change is an improvement?
What changes can we make that will result in improvement?
AIM
CHANGES
MEASURES
Model for Improvement
The Model for Improvement (Langley, Nolan, et al. Improvement Guide, 1996)
Aim Statements
A good Aim Statement will: • Be clear, concise and specific• Define WHAT we are accomplishing, not HOW we will
accomplish it• Allow us to know when we have accomplished the
task• Direct us on what we will need to measure• Answer the question: what problem are you trying
to solve?
Aim Statement examples
• Reduce the incidence of hospital-acquired pressure ulcers to below the provincial benchmark by March 31, 2015
• Eliminate opioid-related critical incidents by end of FY2014/15
• Increase satisfaction with end of life care (overall score) to above provincial ‘high performer’ by December 2014
• Reduce wait time for palliative care beds to below best quarter performance by April 2016
Creating an Aim Statement
• At your table: select one project and take 5 minutes to create an Aim Statement
• Remember: what problem are you trying to solve?
• Aim Statement: _____________________________________________________________________________________________________________________________________________
What are we trying to accomplish?
How will we know a change is an improvement?
What changes can we make that will result in improvement?
AIM
CHANGES
MEASURES
Model for Improvement
The Model for Improvement (Langley, Nolan, et al. Improvement Guide, 1996)
What do you measure?Type of improvement measures (indicators): • Outcome measures are tracked over time to
monitor whether the goal / aim has been achieved. • Process measures are tracked to ensure changes to
the process/system are taking place. • Balancing measures are tracked to ensure other
parts of the process/system are not being disrupted by the changes (adverse effects)
In other words…
Outcome Measures What’s the problem you’re trying to fix?
Process Measures
What NEW behaviours or practices are you trying to promote to fix that problem?
Balancing Measures
What unintended / unforeseen problems might we cause if wemake this change?
Example of indicatorsAim: Improve satisfaction with end of life care (as measured by the
end of life survey tool) to greater than the provincial highest performer by December 2014
Outcome Measures
Percent positive score (8 – 10): “Overall satisfaction with end of life care”
Process Measures
Percentage of patient receiving all comfort measures (as defined by standard order set) Percentage of family members who received the “What to expect…” support materials Percentage of patients/families with automatic spiritual care and palliative care consult
Balancing Measures Workload
Selecting your indicators
TAKE 5 MINUTES:
• What would the ‘outcome measure’ be for the initiative you are supporting?
• What might a possible ‘process measure’ be?
Exercise: The Standard Pig
• Your customer wants a drawing of a pig• Your supplies are a plain piece of paper and a
pen or pencil• You have 40 seconds
Reference: Kaiser Permanente 2013: Center for Health System Performance (Lisa Schilling)
Define what you are collecting
• Clear definition of what you are capturing and how you’re capturing it:– Sample (all patients or subset?)– Date / timeframe (per shift? per day?)– Inclusions / exclusions (eligibility)– Bundle or individual measures?
– Could someone take your data collection tool or graph of your data and collect EXACTLY the same information?
Ethics of QI Data Collection
• Fair participant selection (surveys)• Positive benefit/risk ratio• Respect for participants
– Privacy / confidentiality– Sharing of results (where possible)
• Informed consent• Rule of rescue• Data storage / protection
Is consent required?Initiatives that typically require implied* or verbal consent
Initiatives that typically require written consent
Initiatives that do NOT typically require expressed (verbal or written) consent
Surveys
Quality initiatives that require direct patient contact to test a new practice/idea that is not yet evidence-based (not yet a common standard of care)
Research projects
Focus Groups
Use of patient/family images, videos or quotes
Auditing charts or using data from electronic patient records to monitor compliance with a new best practice
(i.e. practice audits)
Still not sure if your project requires participant consent? Contact the Ethics Centre at x4818
*Implied consent = by choosing to participate they give their consent
“Ethical” survey design
• Is a survey the best tool to gather the required data? • Design based on “what problem are we trying to
solve?” • Ask only what is required to answer the question• Anonymity of responses• Identification of patients for before / after projects
(will they need to be assigned a number?)• Follow-up process for any concerns arising
What are we trying to accomplish?
How will we know a change is an improvement?
What changes can we make that will result in improvement?
AIM
CHANGES
MEASURES
Model for Improvement
The Model for Improvement (Langley, Nolan, et al. Improvement Guide, 1996)
“If I had an hour to solve a problem I'd spend 55 minutes thinking about the
problem and 5 minutes thinking about solutions.”
- Albert Einstein
Root causes & contributing factors
Gather data to answer some questions:• What is the problem you’re seeing?• How bad/frequent is this problem?• Why is it happening?• What factors are contributing to the problem? • How often are these contributing factors
occurring? • Is it happening broadly or in a subgroup?
Flow Chart Tool
• A FLOW CHART is a powerful tool for understanding: – How a system or process currently performs– Where deviations exist (due to design or error)– Where the greatest complexity exists – Where there are waits, delays, bottlenecks– What areas might be targeted for improvement
Flow Chart: visualizing your current state
Basic Flowcharting Symbols
Decision or question leading to a ‘Yes’ or ‘No’ response
A step or task in the process
The beginning or end of the process
Yes
No?
Experience-based design
• Do I understand the patient’s path? • Do I understand their experience/feelings along the
path (‘touchpoints’)? • Do I understand what triggered those feelings?
• Work with patients, caregivers and frontline staff to redesign these experiences rather than just systems and processes.
Reference: NHS Institute for Innovation & Improvement (2006 – 2013)
Hierarchy of Effectiveness
Forcing and constraining functions
Automation and computerization
Simplification and standardization
Independent double check system/ other redundancies
Policies and procedures
Training and education
Most
Least
Based on a bulletin from ISMP. Medication error prevention tool box. ISMP Medication Safety Alert. 1999 (June).
Recap: Model for Improvement
• Start with a clear aim statement• Understand how you’ll use data to guide you
in selecting & monitoring improvements• Choose changes wisely and with the right
input
Act
What changes are to be made?
Next cycle?
Plan Objective Questions and predictions (why) Plan to carry out the cycle (who, what, where, when)
Study Complete the analysis of the data
Compare data to
predictionsSummarize what
was learned
DoCarry out the planDocument problems and unexpected observations Begin analysis of the data
The PDSA Cycle
Key Principles of PDSA Method
• Iterative cycles• Initial small-scale testing• Prediction-based testing of change• Use of data over time• Documentation
Taylor MJ, et al. BMJ Qual Saf 2013; 23: 290 - 298
Why test using PDSA?
• Increase the belief that the change will result in improvement in your environment (with your team)
• Predict how much improvement can be expected from the change – learning in action
• Learn how to adapt the change to different conditions and settings (refine and moving forward)
• Evaluate costs and side-effects of the change• Minimize resistance upon implementation• “What can we do by next Tuesday?”
Repeated Use of the Cycle
Change ideas to be
tested
Changes That Result
in Improvement
A P
S D
APS
D
A P
S DD S
P ADATA
Increasing ---complexitynumber of peopledifferent situations
Time
Multiple tests of change
http://www.youtube.com/watch?v=osUwukXSd0k
Multiple root causes = multiple tests of change
Tips for Successful PDSA Cycles
• Engage early adopters• Keep it small• Reflecting on what is learned with each test of
change is the key to improvement• If at first you don’t succeed, try something else*• Lack of success is not failure if, in doing so, you
learn something new• Improvement requires change
* Six Sources of Influence, Joseph Grenny, et al. – Influencer
Change experience
Exercise – 5 minutes:
• Individually, describe the feelings or issues you have experienced when in a change situation
Are your experiences with change reflected in the following definition?
• Change is an event • It happens every time something stops or
something new starts• It happens outside us and can be measured in
chronological time• It can happen fairly quickly• It is usually concrete and tangible
Reference: William Bridges & Associates
Transition is…different
• Transition takes place inside us• It engages our emotions, feelings, thoughts• It is a gradual, psychological reorientation
to what is new and different • We all go through this transition when a
change impacts us • Change is on the outside
W. Bridges: Managing Transitions
• It starts with Endings, a disengagement from what is now
• Neutral Zone, an uncomfortable, disorienting, chaotic time that we all move though
• New Beginnings, where we finally settle into a feeling of being
“with it” or “on track” again (new norm)
EventsSituationalOutcome-focusedRelatively quick
TRANSITIONExperiencePsychologicalProcess-basedGradual and slow
Reference: William Bridges & Associates
CHANGE
Mindset vs. Skill Set
Mindset of a Change Leader• We experience transition, not change• People adapt to change at different speeds
Skill Set of a Change Leader• Diagnose the people and the situation• Plan & prepare: use a structured approach
1. Establish a sense of urgency
• Create a sense of urgency; burning platform
• What are the driving forces that make this change necessary for success?
John Kotter: Leading Change
2. Creating the guiding coalition
• Behaviour, not personality, is crucial• Consider who will be impacted by the change
– both upstream and downstream• Whose support is required?• Whose input is required?• Whose influence is required?• What information do I need to engage each member of
the team?• Have you addressed “What’s in it for me?” and “What’s
in it for us?”
Additional information available at: www.kotterinternational.com
3. Develop a vision and strategy
A vision should be: • Simple: No techno babble or jargon. • Vivid: A verbal picture is worth a thousand words
– use metaphor, analogy, and example. • Repeatable: Ideas should be able to be spread by
anyone to anyone. • Invitational: Two-way communication is always
more powerful than one-way communication.
Leading Change, John Kotter
4. Communicate the change
Key elements in the effective communication of vision• Keep it simple• Use metaphors, analogies and examples• Leverage multiple forums• Repeat the message• Lead by example• Explain inconsistencies• Listen to feedback
www.kotterinternational.com
What’s in it for me?
• Role Play Exercise• Characters
1. Change Leader2. Frontline staff
• Scenario: see handout
Exercise:
• Change Leader:________________________________________________________________________________________________________________________________________________________________________
• Frontline Staff:________________________________________________________________________________________________________________________________________________________________________
Polarity Management
BENEFITS BENEFITS
DISADVANTAGES DISADVANTAGES
OLD WAY NEW WAY
BENEFITS BENEFITS
DISADVANTAGES DISADVANTAGES
OLD WAY NEW WAY
5. Empower broad-based action
Get rid of any obstacles which threaten the project. Remove systems or structures that undermine the change vision.
Implementing Change
• Coach and role model desired behaviours• Provide tools and training• Answer questions ASAP• Provide resources and give authority for decision-making• Provide data to make decisions and recognize progress• Seek input and suggestions• Ensure active involvement / visibility if team• Develop policies & procedures • Establish performance standards
6. Generate short-term wins
• Provide evidence that the sacrifices are paying off• Increase the sense of urgency and the optimism of
those who are making the effort to change• Reward the change agents by providing positive
feedback that boosts morale and motivation• Help fine tune the vision and the strategies• Allow guiding coalition to course-correct
www.kotterinternational.com
7. Don’t Let Up(Consolidate the gains & produce more change)
• Highlight/engage good change ‘adopters’• Communicate progress with data (set milestones –
mark their achievement)• Share stories & discuss/analyse setbacks• Solicit feedback (new ideas) that align with the vision• Empower ‘adopters’ to lead new projects• Ensure adequate oversight/governance• Constant effort to keep urgency high
Maintaining momentum…
Culture Change
• Cultural change comes last, not first • You must be able to prove that the new way is
superior to the old • The success must be visible and well communicated • You will lose some people in the process • You must reinforce new norms and values with
incentives and rewards• Reinforce the culture with every new employee
www.kotterinternational.com
Sustaining the Change
• Align structures to reinforce new goals & behaviours: policies, processes, performance reviews, hiring criteria
• Assist with “unlearning” • Reward & recognize good behaviour• Communicate positive results – use concrete data and
anecdotes to celebrate progress and milestones• Institute formal processes for measuring and monitoring
progress (information & governance)• Revise ongoing education, recertification and
orientation/training of new employees
Mobilizing change starts with the individual
Head
Heart
Hands
Understanding the need for change
“Commitment” to thechange
Translating thoughts and feelings into actions
Reference: Mercer Delta Consulting
head heart hands
Understanding Commitment Execution
Learning Objectives
• Establish a clear improvement goal for an improvement project
• Plan effective rapid cycle improvements using the PDSA cycle model
• Understand the importance of QI measurement and how to select indicators
• Appreciate the importance of good survey design, data collection and the ethics of quality improvement
• Incorporate change management skills in order to enhance improvement projects
Final Reflection
• What new skill might you apply to your quality improvement efforts going forward?
• What resonated with you today?
Additional Resources and References• www.ihi.org • www.ouricebergismelting.com • http://heathbrothers.com/ • Langley, et al. The Improvement Guide – A Practical Approach to Enhancing
Organizational Performance, San Francisco, CA (2009)• SQUIRE Guidelines http://squire-statement.org/guidelines • Vital Smarts, Joseph Grenney
http://www.crucialskills.com/2009/09/all-washed-up• Canadian Patient Safety Institute – Tools & Resources:
http://www.patientsafetyinstitute.ca/English/Pages/default.aspx • Experience-based design – Health Quality Ontario:• http://www.hqontario.ca/Portals/0/Documents/qi/qi-voc-primer-en.pdf
Contact Information
Brigette Hales, M.Sc. Manager, Patient Safety & Performance ImprovementSunnybrook Health Sciences CentreToronto, [email protected]
Blair Henry, M.T.S. (Bioethics)Ethicist, Sunnybrook Health Sciences CentreFaculty Member, Dept of Family & Community Medicine, Member Joint Centre for Bioethics at University of [email protected]
Sample size considerationsMeasurement for Research Measurement for Learning and
Process Improvement
Purpose To discover new knowledge To bring new knowledge into daily practice
Tests One large "blind" test Many sequential, observable tests
Biases Control for as many biases as possible
Stabilize the biases from test to test
Data Gather as much data as possible, "just in case"
Gather "just enough" data to learn and complete another cycle
Duration Can take long periods of time to obtain results
"Small tests of significant changes" accelerates the rate of
improvement
www.ihi.org
Sample Size Estimation• Quarterly Sample Size:
Average Eligible Patient Population per Quarter
Minimum Required Sample Size
>= 1551 311
391 – 1550 20% of the eligible population
78 – 390 78
6 – 77 No sampling; 100% of the eligible population required
0 – 5 No sampling; 100% of the eligible population required*
Slide Reference: Monique Lloyd, RN, PhD – RNAO
Characteristics of a good graph
• Clear title• Simple axis labels• A legend explaining
graph elements• Elements that allow
the reader to get the point
• Reduce clutter (space between bars)
• A scale appropriate to the data
• Dates over time• Benchmark & Target• Mean and median• Annotated events,
process changes, etc. (tells a story)
Implementing Change
Knoster Change Model (1991) – Diagram adapted by www.gregorydenby.com