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Utah Association of Local Health Departments
Quality Improvement Workshop
September 21st and 22nd, 2011
Workshop Overview
Welcome Remarks
Introductions
Why are we here?
Expectations
Pre Test
…PHF Mission:
We improve the public’s health by strengthening the quality and performance of public health practice
Innovative Solutions. Measurable Results.
http://www.phf.org
Contact InformationJack Moran
T: 207- 439 – 0560
Grace Duffy
T: 352-406-8262 cell
Introduction to QI
"If you tell me, I will listen. If you show me, I will see. But if you let me experience, I will learn.“
Lao-Tse, 5th-century BC philosopher
Why Quality Improvement?
Foundation of new accreditation program
Results of investment in public health
Getting better all the time
Definition of Quality Improvement In Public Health
“Quality improvement in public health is the use of a deliberate and defined improvement process, such as Plan-Do-Check-Act, which is focused on activities that are responsive to community needs and improving population health.
It refers to a continuous and ongoing effort to achieve measurable improvements in the efficiency, effectiveness, performance, accountability, outcomes, and other indicators of quality in services or processes which achieve equity and improve the health of the community.”
Defining Quality Improvement in Public Health; Journal of Public Health Management & Practice: January/February 2010 - Volume 16 - Issue 1 - p 5–7, Riley, William J. PhD; Moran, John W. PhD, MBA, CQIA, CQM, CMC; Corso, Liza C. MPA; Beitsch, Leslie M. MD, JD; Bialek, Ronald MPP; Cofsky, Abbey -
Continuous Improvement
The continuous improvement phase of a process is how youmake a change in direction.The change usually is because the process output is deterioratingor customer needs have changed
MACRO
MESO
MICRO
INDIVIDUAL
Turning Point
Baldrige
QFD
LSS
Daily Management
P
DC
A
P
DC
AP
DC
A
S
DC
A
Big ‘QI’Little ‘qi’
Individual ‘qi’
QI Teams
Rapid Cycle Advance Tools of
QI
Basic Tools of QI
Continuous Quality Improvement System in Public Health
MAPP
General Approach On How To Use The Basic Tools Of Quality Improvement
Issue ToConsider
Flow ChartExisting Process
Brainstorm& ConsolidateData
Cause & EffectDiagram – Greatest Concern
Use 5 Whys ToDrill Down ToRoot Causes
Gather DataOn Pain Points
Translate DataInto Information
• Pie Charts• Pareto Charts• Histograms• Scatter Plots, etc.
Flow ChartNew Process
Monitor New Process & Hold
The Gains
• Run Charts• Control Charts
Data ManagementStrategy
“As Is” State to “Should Be” State
“As Is” StateBrainstormingForce and Effect
Analyze Information andDevelop Solutions
Solution andEffect Diagram
Source: The Public Health Quality Improvement Handbook, R. Bialek, G. Duffy, J. Moran, Editors,Quality Press, © 2009, p.160
“AIM”
Quick Check Of Your
Enthusiasm Level
&
Mathematical Skills
Ent
husi
asm
Lev
elHigh
Low
Low High
Mathematical Skills
Low/Low
High/Low High/High
Low/High
Ent
husi
asm
Lev
elHigh
Low
Low High
Mathematical Skills
Low/Low
High/Low High/High
Low/High
Plan•Strategic•Preventive Assure
•Tactical•Preventive
Control•Operational•Real time
Inspect•Operational•After the fact
QA, QC, QI
They Are Not the Same
Quality Assurance
Reactive
Works on problems after they occur
Regulatory usually by State or Federal Law
Led by management
Periodic look-back
Responds to a mandate or crisis or fixed schedule
Meets a standard (Pass/Fail)
Quality Improvement
Proactive
Works on processes
Seeks to improve (culture shift)
Led by staff
Continuous
Proactively selects a process to improve
Exceeds expectations
Topic Big ‘QI’ – organization-wide Little ‘qi’ – program/unit
Improvement
Quality Improvement Planning
Evaluation of Quality
Processes
Quality Improvement Goals
Individual ‘qi’
Contrasting Big “QI”, Little “qi”, and Individual “qi
System focus
Tied to the Strategic Plan
Responsiveness to a community need
Cut across all programsand activities
Strategic Plan
Specific project focus
Program/unit level
Performance of a processover time
Delivery of a service
Individual program/unit level plans
Daily work level focus
Tied to yearly individualperformance
Performance of daily work
Daily work
Individual performance plans
General Approach On How To Use The Basic Tools Of Quality Improvement
Issue ToConsider
Flow ChartExisting Process
Brainstorm& ConsolidateData
Cause & EffectDiagram – Greatest Concern
Use 5 Whys ToDrill Down ToRoot Causes
Gather DataOn Pain Points
Translate DataInto Information
• Pie Charts• Pareto Charts• Histograms• Scatter Plots, etc.
Flow ChartNew Process
Monitor New Process & Hold
The Gains
• Run Charts• Control Charts
Data ManagementStrategy – Ch. 14
“As Is” State to “Should Be” State
“As Is” StateBrainstormingForce and Effect
Analyze Information andDevelop Solutions
Solution andEffect Diagram
Source: The Public Health Quality Improvement Handbook, R. Bialek, G. Duffy, J. Moran, Editors,Quality Press, © 2009, p.160
“AIM”
Large Issue, Cross
Functional Problem, or Sensitive Situation
Explore
Brainstorming Affinity Diagram
Sort &Prioritize
Interrelationship DiGraphPrioritization Matrix
Understand &Baseline
Radar ChartSWOT Analysis
Develop Actions &
TasksTreeDiagram
PrioritizeActions &
Tasks
Control & Influence PlotsPrioritization MatrixKnow & Don’t Know Matrix
DevelopProject Plans
Monitor
PERTGantt Chart
SMART Chart
Figure 4
PDPC
ProblemPrevention
General Approach On How To Use The Advance Tools OfQuality Improvement
Source: The Public Health Quality Improvement Handbook, R. Bialek, G. Duffy, J. Moran, Editors,Quality Press, © 2009, p.190
What Is Quality?
Today the most progressive view of quality is that it is defined entirely by the customer or end user and is based upon that person's evaluation of his or her entire customer experience.
The customer experience is the aggregate of all the Touch Points that customers have with the organization’s product and services, and is by definition a combination of these.
Deming Cycle – PDCA or PDSA
PDCA was made popular by Dr. Deming who is considered by many to be the father of modern quality control; however it was always referred to by him as the "Shewhart cycle."
Continuous Improvement
The continuous improvement phase of a process is how youmake a change in direction.The change usually is because the process output is deterioratingor customer needs have changed
Plan
1. Identify and Prioritize Opportunities
2. Develop AIMStatement
3. Describe the CurrentProcess
4. Collect Data on Current Process
5. Identify All PossibleCauses
6. Identify PotentialImprovements
7. Develop Improvement Theory
8. Develop Action Plan
1. Implement theImprovement
Do
2. Collect and DocumentThe data
3. Document Problems,Observations, and Lessons
Learned
Check/Study
1. Reflect on the Analysis
Act
2. Document Problems,Observation, and Lessons learned
Adopt
Adapt
Abandon
Standardize
Do
Plan
The ABC’s of PDCA, G. Gorenflo and J. Moran
Maintenance and Standardization
The Maintenance and Standardization phase of a process is how we hold the gains. If our process is producingthe desired results we standardizewhat we are doing.
Integrated CycleThe SDCA and PDCA cycles areseparate but rather integrated.Once we have made a successfulchange we standardize and holdthe gain.When the process is not performingcorrectly we go from SDCA to PDCAand once we have the process performing correctly we standardize again.This switching back and forth betweenSDCA and PDCA provides us with the opportunity to keep our processcustomer focused.
P
DC
A
P
DC
A
P
DC
A
Knowledge & Experience
Pro
ject
Diff
icul
ty
PDCA should be repeatedly implemented in spirals of increasing knowledge of the system that converge on the ultimate goal, each cycle closer than the previous.
Hold the Gains
Rapid Cycle*
Rapid Cycle PDCA
The Basic Tools of QI
Flow Chart
Cause and Effect Diagrams
Pareto Chart
Check Sheet
Histogram
Scatter Diagram
Control Chart
Enter Building
Enter Building
Greeter
Patient Flow
Possibly not
Yes
Clerical
Screener
Okay to
vaccinate?
Triage
RN
Okay to
vaccinate?
Need medic
al attenti
on?
NoExit Leave Building
EMT
Is patient able
to leave
on own?
No
Yes
No
Yes
Yes
EMT transports patient to medical facility
Cause and Effect Diagram
PoorHIV Testing
ClientTest Location
Don’t see benefit
Counseling
Not Client Centered
Inconvenient
Staff
Not Respectful
Fearful
Not Offered Poor Experience
Too Public
Don’t Want Test
NC Accreditation Collaborative
MeasuredIn Inches
Tally GroupedAbsoluteFrequency
AbsoluteCumulative Frequency
Relative Frequency
CumulativeRelative Frequency
.507
.506 I 3 100 0.01 1.00
.505 II 99 0.02 0.99
.504 IIII 97 0.04 0.97
.503 IIIII IIIII 29 93 0.10 0.93
.502 IIIII IIIII IIIII 83 0.15 0.83
.501 IIIII IIIII IIIII III 68 0.18 0.68
.500 IIIII IIIII IIIII IIIII I 53 50 0.21 0.50
.499 IIIII IIIII IIII 29 0.14 0.29
.498 IIIII IIII 15 0.09 0.15
.497 IIII 14 6 0.04 0.06
.496 I 2 0.01 0.02
.495 I 1 1 0.01 0.01
.494
.493
CellMid-Point
.506
.503
.500
.497
.494
Cell Boundary
.5075
.5045
.5015
.4985
.4955
.4925
Grouped Frequency Distribution Table
Frequency Polygon & Histogram – Grouped Data
10
20
30
40
50
Abs
olut
e F
requ
ency
0.41 0.494 0.497 0.500 0.503 0.506 0.509
60
Obese Children
Age in Years
BM
I –
kg/m
²
2 6 10 14 18
12
16
20
24
28
32
Scatter Plot
Run Chart
Time
Mea
sure
men
t
Median Line
x
x
x
xx
x
x
x
5 10 15 20
0.0
2.5
5.0
7.5
10.0
12.5
15.0
Mov
ing
Ra
nge
Obse rvation
MR Chart
LCL = 0.0
CL = 4.0
UCL = 13.2
0
5
10
15
20
25
Wa
it T
ime
(M
inut
es)
X Chart
LCL = 1.6
CL = 12.4
UCL = 23.2
Jones County WIC Lobby Wait TimeXMR Chart
Control Chart
AIM Problem Statements
DiscreteCurrent State
Time Bound
Measureable Baseline
Improvement Target
Measures of the Target – know if we succeed
AIM• Discrete
• Measureable• Time Bound
Control
Influence
External
Internal
Operational
Strategic
Outcome
Process
Measurem
ent
Focus
Capacity
Some Tools To Help Create AIM Statements
1. Current and Future State Model
2. AIM Work Sheet
3. Force Field Diagram
4. Force and Effect Diagram
Current State
• What is the current state?
• Why is this important?
• What is it costing us time/dollars/staff/etc?
• What is the impact on our customer/clients?
• What is the impact on our division/agency?
Future State:
• What are the important aspects of the future state?
• What is driving us to this future state?
• What might be the consequences of not moving to the future state?
• What might change?
• What is the proposed timeline?
Pathway
Consequences
Driving Forces:
Benefits
AIM or Opportunity StatementAn opportunity exists to improve the
________________________________________________________________________(name process, or area to work on)
beginning with ___________________________________________________________(beginning boundary, starting point)
and ending with __________________________________________________________.(ending boundary, finish point)
This effort should improve_______________________________________________________________________
_______________________________________________________________________
(key characteristics of area the team is working on)
for the _______________________________________________________________________________
_________________________________________________________.(customers, staff or those affected by the process under improvement)
This process is important to work on now because_______________________________________________________________________
_______________________________________________________________________
(what will it improve and for whom?)
Positive Forces Negative Forces
CurrentState
Force Field Diagram - Basic
Des
ired
Sta
te
Force and Effect
The Force & Effect (F&E) Diagram is designed to identify barriers to agreement among team members concerning an AIM Statement.
The F&E Diagram combines a Force Field and Cause & Effect Diagram.
Instead of having one box on the cause and effect diagram we use a double headed effect.
The first effect (far left) is the current state and the second effect (far right) is the desired future state. In between are branches of main causes that maintain the status quo. Too often we focus only on the causes of the current state without looking at what pushes us to change
AIM Statement Example
Determine if our client education and teaching is effective for positive pregnancy testers in identifying the importance of seeking early prenatal care. Goal is to have 95-100% of our patients will receive prenatal care appointments in 2-3 weeks of positive pregnancy tests from the current level of 65% and 100% of clients will be using Prenatal vitamins which is currently at 70%.
This project will take three months to analyze and develop solutions to trial. The trial period will last three months and then we will analyze the results, determine where we are in achieving our goal , and either standardize the solution or make adjustments or refinements if required.
AIM Statement Example
FOCUSING STATEMENT
Currently we are using 5 different methods to collect mosquitoes within the county. Each of the 5 inspectors/collectors is using a method that best fits their schedule training, and motivation.
This difference may be causing an extreme disparity among the collectors in regard to number of mosquitoes collected. These differences can translate into a lack of data in the respective area.
The lack of data could lead to a use or misuse of control measures for mosquito control when there is an unidentified need.
Lack of control may lead to mosquito borne disease outbreak and an unusually high number of nuisance complaints.
The use or misuse of pesticides or other control measures costs the health department dollars. Also it could have a negative effect in regard to the public’s perception of use of pesticides. The chemicals we use are expensive and if a true measure of mosquito populations could be gained, overuse would be minimized.
AIM Statement Example
AIM STATEMENT
In the coming mosquito seasons, our division needs to focus on ensuring that all the traps are set up in a manner to collect the maximum number of mosquitoes per trap site.
The motivation behind this need is that some states and the EPA are moving to reduce the amounts of pesticide applied. These new laws require applicators to show with set evidence and numbers the need to apply pesticides.
When these guidelines or codes go into effect, there will be harsh penalties for violations.
Furthermore failure to move forward will possibly place the XYZ Health Department in violation. This is in addition to wasted money for over use of pesticides. The implementation of the program can be completed in the next (20XX) mosquito season.
AIM Statement Example
COMPONENTS OF ISSUE STATEMENT
The environmental division has the ability to complete the project with employees already in place. We have complete control over the element.
The project can be completed if the players allow the changes to be made if they put them into practice.
Influence must be used by management to ensure that all collectors are properly executing the project. There should not be any out side influences in effect.
The only element out of our control is the laziness of the collector in ensuring that the trap is set and operating properly.
We need to focus on 1. Knowledge of collector 2. Use of the same water in trap 3. Ensuring batteries last duration of trap cycle 4. Moving to a 1 night trap event 5. Keep the collector motivated 6. Who is your collection substitute?
Components of the Issue Statement
Element Control Implement Involve &Influence
Outside OurControl &Influence
For each element check which column(s) applyFrom this select the area(s) of focus, develop a ranking of the elements to focus on, and write the problem statement for the Quality Improvement project to be started.
Reduce Inconsistency Mosquito Trapping
Element Control Implement Involve &Influence
Outside OurControl &Influence
For each element check which column(s) applyFrom this select the area(s) of focus, develop a ranking of the elements to focus on, and write the problem statement for the Quality Improvement project to be started.
Education Within Within Within In
Same water Within Within Need influence In
Batteries Out Within Need influence In
1 night trapping Within Out Need influence In
Motivation Out Out Need influence Outside
LHD’s Work On Their Draft AIM Statements
Customer Centric Organizations
Who are recognized as top customer centric organizations?
Who are recognized as top customer centric organizations?
Marriott – extra mile for the customer
Southwest Airlines – letter of apology
Publix Market – 10 by 10 rule
Nordstrom
Others?
Who are recognized as bottom of the barrel customer centric organizations?
Who are recognized as bottom of the barrel customer centric organizations?
Dell Software Support
Banks
Cable Companies
Credit Card Companies
Cell phone Companies
Others?
Who are recognized as bottom of the barrel customer centric organizations?
Why?Misplaced paper workUnhelpful clerksShort tempered clerksMisleading adsSurprise feesUnderstaffed call centersHang Up on CustomerOther reasons?
Bose
Shopping at our store should be enjoyable, exciting and designed for you.
L.L. Bean – Customer Delight
Unexpected service and attentionMore than the customer expected
More than satisfying the customer
Deliver the unexpected
Deliver it with enthusiasm and sincerity
Surprise the customer
Create a memory
Next Door To L.L. Bean is J. L. Coombs - The Oldest Shoe Company in the United States - 1830
“If You Do Not Like MyShoes the Hell with you!”
Customer Touch Points
When your customer (internal/external) comes in touch with your process what do they:
See? (Initial reaction?)
Feel?
Sense?
Hear?
Experience?
Understanding Your Customer
Need to obtain the Voice of Your Customer:
Wants
Needs
Satisfiers
Dis-satisfiers
Future needs and wants
Levels of Customer Satisfaction
Satisfied
Need is metNeed not met
Dissatisfied
Expected
Wants
Wows
The Kano Model
Voices
VOP – Voice of the Process (VOP)
VOC – Voice of the Customer (VOC)
VOG – Voice of the Organization (VOO)
Voice of the Future (VOF)
Need to balance them
Who is Your Customer for Your Issue?
What are their/your wants and needs?
What will satisfy them?
What will satisfy You??
How can we align our needs??
Communication is the key
How To Obtain Customer Data
Survey and ask them
Where to do the survey
What to ask?
Best time to do it
How often to do it?
Flow Charting
“If you can't describe what you are doing as a process, you don't know what you're doing.”
W. Edwards Deming
W Edwards Deming (1900-1993)"Draw a flowchart for whatever you are doing. Until you do, you do not fully understand what you are doing. You just have a job.“
"The first step in any organization is to draw a flow diagram to show how each component depends on others. Then everyone may understand what their job is. If people do not see the process, they cannot improve it."
SIPOC+CMWhat it is:
SIPOC is a data collection form that is used before we start to construct a flow chart since it helps us to gather relevant information about the process.
Assists in gathering information about Suppliers, Inputs, Process, Outputs, and Customer of the process.
SIPOC is high level view of the “As Is” state of a process under investigation.
The C stands for constraints (barriers) facing the system and the M for the measures to be used.
SIPOC+CM
When to use it:
When first starting to investigate a process and a team needs to understand the basics that make up the process.
When a team needs a way to get the collective knowledge of the team members about a process recorded in an easy to view format.
When we need to make a concise communication to others about a process and the parameters that it encompasses.
SIPOC+CMHow to use it:
On a piece of flip chart paper draw the SIPOC+CM diagram with seven blocks indicating the components of SIPOC+ CM.
Clearly identify the process under study and define the process boundaries (start and end points) so that everyone involved understands the limits of the analysis.
On the SIPOC+CM form identify the data available for each of the following major categories:
Suppliers – who or what (internal or external) provides the raw materials, information, or technology to the process
Inputs – what are the material or information specifications that are needed by the process
Process – a highly level flow chart of the key 5 to 7 core activities that comprise the process. This is a 30,000 foot view of the process. The detail steps will be developed in the flow chart.
Outputs – what the process produces as products, services, or technology
Customers – who are the main users of the process’s output
+ C –constraints facing the system or process
+ M – measures being used or to be used
Review the form for completeness with relevant stakeholders, sponsors, and other interested parties.
Process/Activities:
Begins With:
Ends With:
Inputs:
Suppliers:
Outputs:
Customers:
Constraints:
High Level S I P O C+CM Collection Form
Measures
High Level S I P O C Collection Form
Process/Activities:
Begins With: Ends With:
Inputs:
Supplier(s):
Outputs:
Customers:
Constraints:
Identifying required service standards of performance
Trained and effective employees committed to using the standards in all areas.
Limited funds for benchmarking other public health organizations. Human Resources is short two staff and overworked already.
LPH System values and vision. Current job descriptions and job performance expectations. Benchmarking from other PHDs and service organizations. Training on interviewing and employee selection criteria. General idea of client, inspector, nurse, and other staff expectations
Approved standards of service performance excellence for PHD Training modules developed for all levels of management and employees Announcement campaign to provide awareness and support of standards Rollout of training to all staff Training to supervisors on how to use the standards in performance planning.
PHD senior management, Human Resources, Benchmarking organizations, consultant on hiring and interviewing, clients, health officer, nurses, supervisors, and employees.
Employees, Human Resources, supervisors, PHD clients, senior management, partners, nurses, community.
Benchmark other PHDs for standards of service performance. Gather and review all current job descriptions for existing standards and expectations. Research current journals for trends on behaviorally-based characteristics. Work with H/R and Senior management to establish LPH standards. Update all job descriptions and performance planning models to new standards. Develop training materials to roll out new standards for current employees and new hiring. Announce rollout, timelines and measurements. Work with supervisors and employees to put standards into each performance plan. Gather feedback, adjust, report and maintain.
LPH standards of performance completed % of standards signed by employees % of job descriptions updated Training materials for standards complete on time % employees completing training…
Measures
SIPOC+CM
Flow Charting
Flow charting is the first step we take in understanding a process
Organized combination of shapes, lines, and text
Flow charts provide a visual illustration, a picture of the steps the process undergoes to complete it's assigned task
From this graphic picture we can see a process and the elements comprising it
Shows how interactions occur
Makes the invisible visible
Flow Chart BenefitsCreates a common vision
Establishes the “AS IS” baseline – Current State
Baseline to measure improvements
Identifies wasteful steps – activities/waits
Uncovers variations
Shows where improvements could be made and potential impacts
Training tool
Flow Chart People Benefits
People involved in constructing a flow chart begin to:
Better understand the process
Understand the process in the same terms
Realize how the process and all the people involved, including them, fit into the overall process or business
Identify areas for improving the process
Become enthusiastic supporters to quality and process improvement
Olmsted County , MN – Performance Appraisal Process
Flow Charting ConstructionClearly define the process boundaries to be studied
Define the first and last steps – start and end points
Get the right people in the room
Decide on the level of detailComplete the big picture first – macro viewFill in the details – micro view
Gather information of how the process flows: ExperienceObservationConversationInterviewsResearch
Clearly define each step in the process Be accurate and honest
Flow Charting StepsUse the simplest symbols possible – Post-Its
Make sure every loop has an escape
There is usually only one output arrow out of a process box. Otherwise, it may require a decision diamond.
Trial process flow – walk through people involved in the process to get their comments
Make changes if necessary
Identify time lags and non-value-adding steps.
Flow Charting Moments
Aha!
Surprise
Bafflement
Duh!
Embarrassment
Disappointment
Flow Chart Construction
Use a form of Post-It Notes – easier to rearrange
Realize everyone is not doing it the same way – there will be disagreements
It will take multiple passes to get to the “As Is” State
Flow Chart Symbols
Activity:Operation/Inspection
Decision
Start/EndBookends
Document
Wait/Delay
Storage
Data Base
Transport
Input
Output
Flow Lines
A Connector
Forms
CommentCollector
Input/OutputData
ManualOperation
Preparation
ManualInput
Display
Unfamiliar/Research
Constructing a Flow Chart
Asking questions is the key to flow charting a process.
For this process:Who is the customer(s)?Who is the supplier(s) ?What is the first thing that happens? What is the next thing that happens?Where does the input(s) to the process come from? How does the input(s) get to the process? Where does the output(s) of this operation go? Is their anything else that must be done at this point? What is the baseline measurement of this process?
Adding Time LinesAs Is Flow Chart Could Be Flow Chart Should Be Flow Chart
Time Time
Analyzing A Flow Chart
Examine each: Activity symbol – value/cost?
Decision point – necessary/redundant?
Choke Points – bottlenecks?
Rework loop – time/cost?
Handoff – is it seamless?
Document or data point – useful?
Wait or delay symbol – why?/reduce/eliminate
Transport Symbol – time/cost/location?
Data Input Symbol – right format/timely?
Document/Form Symbol – needed/cost/value?
Flow Charting Basic
Flow
DataVoice of the Process - VOP
Customer - VOC• Internal• External
Flow Chart Summary MatrixPHF E-News, March 2, 2010, http://www.phf.org/pmqi/Flow-Chart-Summary-Matrix.pdf
∑Flow Chart Step Number
Type of Step
Type of Step: P – process, D – decision, T – transport, W – wait, S – storage
Delta = Proposed – Actual – the more negative the subtraction the better – more savings
1. Touch Point (√)
2. Cost
3. FTEs/Person Hrs.
4. Supplies Required
5. Equipment Required
6. Space Required
7. Time
8. Cost of Quality
8. Partnerships Needed
9. Etc.
10. Value added
ActualDelta
+/-∑Proposed
P D P T W P D S
1 2 3 4 5 6 7 8
Flow Charting Exercise
Lean Check List
LSS
5S is a visual method of setting the workplace in order. It is a system for workplace organization and standardization.
The five steps that go into this technique: Seiri – sort – essential items
Seiton – set in order – promote work flow
Seison – shine – clean workplace
Seiketsu – standardize - consistency
shitsuke)- sustain – hold the gains
Definition of 8 Types of Waste:
Waste Description Public Health Example
Overproduction Items being produced in excess quantity and products being made before the customer needs them
Insurance filing or immunization record opened before all required information is received
Waiting Periods of inactivity in a downstream process that occurs because an upstream activity does not produce or deliver on time.
Paperwork waiting for management signature or review
Unnecessary Motion
Extra steps taken by employees and equipment to accommodate inefficient process layouts.
Immunology testing equipment stored in cabinets far from specialist work area.
TransportationHandling
Unnecessary movement of materials or double handling
Department vehicles stored in central facility, requiring constant movement of vehicles to and from other high traffic locations
Over-processing Spending more time than necessary to produce the product or service
Combining client survey instruments into one form rather than develop specific instruments for each program
Unnecessary Inventory
Any excess inventory that is not directly required for the current client’s order
Over estimating vaccination support materials requiring additional locked storage cages, inventory counting and reconciliation
Defects Errors produced during a service transaction or while developing a product.
Ineffective scripts for initial intake applications. Unclear directions for filling out required forms
Duplication Having to re-enter data or repeat details on forms. Poorly designed client intake computer screens or services checklists
Measurement
Part 1
“Not everything that can be counted counts, and not everything that counts can be counted.”
Albert Einstein
"In God we trust, all others bring data.“
-W. Edwards Deming
Why Measure?
You can't manage what you don't measure. It is an old management adage that is accurate today.
Unless you measure something you don't know if it is getting better or worse.
You can't manage for improvement if you don't measure to see what is getting better and what isn't.
Definitions
.
Measure: The verb means "to ascertain the
measurements of“
Measurement: The figure, extent, or amount obtained by measuring“
Metric: "A standard of measurement“
Benchmark: "A standard by which others may be measured or compared"
Attributes of Measures
Aligned to the strategy of the organizationAccuracy of Input - answers critical questionsTimeliness of inputQuality/use ability of outputAccuracy of outputReadily availableEnergizes user into actionManage what you measureGraphically displayed - show it in a simple usable format
Measurement
Measurement is critical to performance improvement and is the most difficult part of the process
Start thinking of Measurement at the very beginning of the process.
Ask how can we measure that when developing the AIM Statement?
Develop an improvement theory.
An improvement theory is a statement that articulates the effect that you expect the improvement to have on the problem.
Writing an improvement theory crystallizes what you expect to achieve as a result of your intervention, and documents the connection between the improvement you plan to test and the measurable improvement objective.
Test Methodology
Test method is a definitive procedure that produces a test result.
A test can be considered as technical operation that consists of determination of one or more characteristics of a given product, process or service according to a specified procedure.
The test result can be: qualitative (yes/no)
quantitative (a measured value)
personal observation
output of a precision measuring instrument.
Sampling and Surveying
Tips and Techniques
The Public Health Quality Improvement Handbook, R. Bialek, G. Duffy, J. Moran, Quality Press, 2009, p. 147
What is the purpose of sampling?
To draw conclusions about populations from samples.
To help us determine a population's characteristics by directly observing only a portion or sample of the population using statistics
We obtain a sample rather than a complete enumeration (a census ) of the population for many reasons:
Economy Timeliness Inaccessibility of some of the population Destructiveness of the observation
Target Population
The researcher must clearly define the target population.
There are no strict rules to follow, and the researcher must rely on logic and judgment.
The population is defined in keeping with the objectives of the study
Problem Definition
In sampling, this includes defining the population from which our sample is drawn.
A population can be defined as including all people or items with the characteristic one wishes to understand.
Because there is very rarely enough time or money to gather information from everyone or everything in a population, the goal becomes finding a representative sample (or subset) of that population.
Sampling Frame
It has the property that we can identify every single element and include any in our sample
The sampling frame must be representative of the population
Sampling Frame Problems
• 1. Missing elements: Some members of the population are not included in the frame.
• 2. Foreign elements: The non-members of the population are included in the frame.
• 3. Duplicate entries: A member of the population is surveyed more than once.
• 4. Groups or clusters: The frame lists clusters instead of individuals.
Sampling MethodsClassified as either Probability or Non-Probability.
Probability samples, each member of the population has a known non-zero probability of being selected.
The advantage of probability sampling is that sampling error can be calculated. Sampling error is the degree to which a sample might differ from the population.
Non-probability sampling, members are selected from the population in some nonrandom manner.
In non-probability sampling, the degree to which the sample differs from the population remains unknown.
Types of Sampling• Systematic Sampling
• Stratified Sampling
• Convenience Sampling
• Judgment Sampling
• Snowball Sampling
Non-Sampling Error
Non-sampling errors are caused by the mistakes in data processing:
Overcoverage: Inclusion of data from outside of the population.
Undercoverage: Sampling frame does not include elements in the population.
Measurement error: The respondent misunderstand the question.
Processing error: Mistakes in data coding.
Non-response
Risks
Type I risk, or alpha risk is the "reasonable doubt." It is the chance of wrongly rejecting the null hypothesis when it is true. In acceptance sampling, it is the producer's risk, or risk of wrongly rejecting a lot that meets requirements.
The Type II risk or beta risk is the chance of accepting the null hypothesis when it is false. The "consumer's risk" is the Type II risk for an acceptance sampling plan. It is the chance of passing a lot that does not meet the requirements.
Type I risk – convict an innocent defendantType II risk – acquit a guilty defendant.
Errors
Null Hypothesis isTrue
Null Hypothesis isFalse
Statistical Decision
Reject the Null Hypothesis
Type 1 Error
Accept the Null Hypothesis Type 2 Error
Correct
Correct
Null Hypothesis – person is innocent
Convict an InnocentPerson
Acquit a Guilty Person
Sample Size Determinants
Accuracy/Confidence – alpha/beta risk
Precise – understand variation
Difference trying to measure
Sample Size – Rules of Thumb
1. Trial and Error – n > 3 – 80% confidence
2. CLT – n > 30
3. Reliability – n = 60 - 95% confident
4. Shewhart - n >100 – 4 sets of 25 to determine process stability
How much data to collect?
n = 30 (Good or Bad?)
A complete cycle of the process?
Time based – when it is done?
Representative?
Sample Size
http://www.zoomerang.com/Sample-Size/
Cause and Effect Diagrams
Cause and Effect Diagrams
Moving from Treating Symptoms
To
Treating Causes
Problem Solving – What we usually see is the tip of iceberg – “The Symptom”
The Symptom
The Root Causes
Invisible
Hidden
Problem Solving
When confronted with a problem most people like to tackle the obvious symptom and fix it
This often results in more problems
Using a systematic approach to analysis the problem and find the root cause is more efficient and effective
Symptom – sign or indication
Cause – whatever makes something happen
Cause and Effect Diagrams - Construction
Write the issue as a problem statement on the right hand side of the page and draw a box around it with an arrow running to it. This issue is now the effect
Effect
Cause and Effect Diagrams - Construction
Generate ideas as to what are the main causes of the effect
Label these as the main branch headers
Organizes group knowledge about causes of a problem and display the information graphically
Effect
HeaderHeader
HeaderHeader
Cause and Effect Diagrams - Construction
Typical Main Header are:
4 M’s – Manpower, Materials, Methods, Machinery
People
Policies
Materials
Equipment
Life style
Environment
Etc.
Cause and Effect Diagrams - Construction
For each main cause category brainstorm ideas as to what are the related sub-causes that might effect our issue
Use the 5 Why techniques when a cause is identified
Keep repeating the question until no other causes can be identified
List the sub-cause using arrows
Effect
HeaderHeader
HeaderHeader
why
why
why
why
Selecting Items to Investigate
When the Cause and Effect Diagram is finished it is time to decide what few areas should be focused on to develop solutions to solve the effect.
Some are obvious – low hanging fruit
Some require some research using the other QI tools such as:
Pareto DiagramsRun ChartsSurveysHistogramsEtc.
Obese Children
Life Style
PoliciesEnvironment
TV ViewingNo Time For Food Prep
No Outdoor PlayUnsafe
Juices
Bottle Pacifier
Less Fruits and Veg.
Less Income Maternal
Choices
Less Vigorous Exercise
Curriculum
No Sidewalks
Unhealthy Food Choices
Few Community Recreational Areas or Programs
Built Environment For Strollers Not Toddling
Less Indoor Mobility
TV Pacifier
UnsafeHousing
Sodas/Snacks
Decreased Breast Feeding
Early Feeding Practices
Genetics
Syndromes
Genes
Pre NatalPractices
Excess Maternal Weight Gain
Over Weight Newborn
Over WeightPre School At School
At Home
Problem (Effect)
5 Why’s Technique
Why?
Why?
Why?
Why?
Why?
Root Cause Analysis Rating Form
PotentialRootCause
ImprovedQuality
ReducedCosts
ImprovedCustomerSatisfaction
Others Total Score
Ranking
Impact Scoring Scale: Low = 1, Medium = 3, High = 5
Impact on the Problem
Cause and Effect Exercise
Why EmployeesAre Late For Work?
Cause and Effect Diagram
Solution and Effect Diagram
Similar to the Cause and Effect Diagram
Identifies changes and recommendations
Effect is now made into a positive statement:“What are the causes of Childhood Obesity”
How to prevent Childhood Obesity”
Solution and Effect Diagrams - Construction
Place the Solution and Effect Diagram opposite the Cause and Effect Diagram
Write the issue as a positive statement on the left hand side of the page and draw a box around it with an arrow running to it.
This issue is now the effect
Positive Effect
Solution and Effect Diagrams - Construction
Generate ideas as to what are the main Solutions of the effect
Label these as the main branch headers
Effect
SolutionSolution
SolutionSolution
Solution and Effect Diagrams - Construction
For each main Solution category brainstorm ideas as to what are the related sub-solutions that might effect our issue
Use the 5 How techniques when a solution is identified
Keep repeating the question until no other solutions can be identified
List the sub-solutions using arrows
Effect
SolutionSolution
SolutionSolution
Solution and Effect Diagram
EffectEffect
Why?
Why?
Why?
Why?Why?
Cause
Cause CauseSolutionSolution
Solution
How?How?
How?
How?
How?
C = Cause CategoryS = Solution Category
LessObese Children
Life Style
PolicesEnvironment
Side
wal
ks
Comm
unity
Recre
atio
nal
Are
as
More Mobility
Less
TV
Saf
e H
ousi
ng
Early Feeding Practices
Genetics
Pre NatalPractices
Solution (Effect)
5 How’s Technique
How?
How?
How?
How?
How?
5 How’s of More Vigorous Exercise
How?
How?
How?
How?
How?
Less TV and Video Games
More Community Sponsored Recreation Programs
Safe Play Areas
Additional Resources
More Family Recreational Activities
Selecting Items to Investigate
When the Solution and Effect Diagram is finished it is time to decide what few areas should be focused on to develop solutions to solve the effect.
Root Cause Analysis Solution Impact Analysis
Potential Solutions
CorrectiveAction Type
VerificationMethod
CostToFix
BenefitOf Fix
CostBenefitRatio
Selected?Y/N
Corrective Action Type: Immediate but Interim – II, Short-term Temporary - ST,Permanent – Short Term – PST, and Permanent – Long Term - PLT
Solution and Effect Diagrams
Cautions:
Do not jump to quickly to Solution and Effect
Use after a detailed analysis of “Cause”
If you are still listing Causes – not enough detail on the Cause and Effect Diagram
Ask if the proposed solution(s) will improve the effect or cause more problems
Solution and Effect Diagram Exercise
How To Make Employees OnTime For Work?
Solution and Effect Diagram
What Can Go Wrong? - PDPC
Ask the killer question
Do not be surprised by the amount of problems a group can generate about a solution they have devised
People thrive on failure
Everyone knows something will go wrong – it is not “If” but “When”
Remember the National Lampoon’s Griswold vacation to Walley World?
What Can Go Wrong?
If we wanted this to fail, how could we accomplish that?
What assumptions are we making that could turn out to be wrong?
What has been our experience in similar situations in the past?
Does this depend on actions, conditions or events?
Are these controllable or uncontrollable?
Decide how practical each countermeasure is by using criteria such as:
Cost
time required
ease of implementation
effectiveness
Check
How will we know if we are successful?
What are the indicators of success?
Plan
1. Identify and Prioritize Opportunities
2. Develop AIMStatement
3. Describe the CurrentProcess
4. Collect Data on Current Process
5. Identify All PossibleCauses
6. Identify PotentialImprovements
7. Develop Improvement Theory
8. Develop Action Plan
1. Implement theImprovement
Do
2. Collect and DocumentThe data
3. Document Problems,Observations, and Lessons
Learned
Check/Study
1. Reflect on the Analysis
Act
2. Document Problems,Observation, and Lessons learned
Adopt
Adapt
Abandon
Standardize
Do
Plan
The ABC’s of PDCA, G. Gorenflo and J. Moran
Check/Study/Observe
This phase involves analyzing the effect of an intervention.
Compare the new data to the baseline data to determine whether an improvement was achieved.
Whether the measures in the aim statement were met.
Check/Study/Observe
1. Reflect on the analysis, and consider any additional information that emerged as well. Compare the results of your test against the measurable objective
2. Document lessons learned, knowledge gained, and any surprising results that emerged.
Source: The ABCs of PDCA, Grace Gorenflo and John W. Moran,
Check/Study/Observe
Tools that can assist :
Pareto charts
Histograms
Run charts
Scatter plots
Control charts
Radar charts.
Measurement
Part 2
Data
Data by itself has no value – it just shows information.
Information requires interpretation for it to have value.
Decision makers add value through interpretation
40% Data 60% Information
Decision Maker
Types of Data
Quantitative
Can be discrete or continuous
Discrete Variables - counted or enumerated - # pills in a bottle
Continuous – measured – length, width, weight, pressure, etc.
Types of Data
QualitativeAlways discrete Attribute dataPlaced into two or more attribute categories
Yes/NoInfected/Not InfectedPass/FailPositive/NegativeGood/BadMale/FemaleRed/Yellow/GreenDead/Alive
Data Management
“Whenever there is fear, you will get wrong figures.”
W. Edwards Deming
Data Management Strategy
CollectRaw Data
Interpret
Communicate
Consolidate
Collecting
Translating – use data tables
Summarizing – use descriptive statistics
Framing - use charts/graphs
Data Collection Questions
Before collecting data we must answer the following questions:
What is the purpose for collecting this data? What type of data is going to be collected?Where will the data be collected?Who will collect the data?When will they collect the data?How will they be trained to collect the data?What will we do with it after we collect the data?How will we summarize and present the data?
Getting Good Data
Understand the process being studied – walk it
Make the collection simple
Define where the data will be collected – collection points
Use checksheets and checklists to help
Minimize the “other” category – by good classifications - too often the largest bar on a chart
Establish collection rules – sampling
Getting Poor Data
Lack of training on what to doUnclear directionsAmbiguous terminology – need yearly data – fiscal or calendar year?Different units of measures – 9/23/99 – Mars spacecraft was a $125m lost because it missed entry by 100km – NASA used the metric system and Lockheed used the English units – inches versus metersMathematical errors – rounding, calculation, order of calculations, etc.
Lies
There are three kinds of lies:
Lies,
Damned Lies,
and Statistics
Descriptive Statistics
The majority of our data collection will be done through sampling
Populations versus Samples
Population parameters: μ and σ
Sample statistics: Х and s
Descriptive Statistics
Measures of Central Tendency:
Mean – arithmetic average of the items sampled
Median – middle value in the sample
Mode – the one that most frequently occurs
Descriptive Statistics
These statistical measures help us to understand how the data is distributed:
Symmetrical – normal – bell shaped
Skewed – left or right
Rectangular
Always plot the data and confirm the shape of the data
Descriptive Statistics
“A central theme of the statistical approach to data analysis is this:
Variability always exists. No experiment can be repeated exactly.
Variability can never be totally eliminated.”
“Statistics An Introduction”, A Rickmers and H. Todd, Mc Graw-Hill, 1967, page v
Descriptive Statistics – Variation
Variation is everywhere
It is found in the output of any process of manufacturing, service, or administrative
But variation is not all bad since it always displays a pattern or a distribution of itself
These patterns or distributions can tell us a great deal about the process itself and the causes of problems found in the process
Histograms help us identify and interpret these patterns
Descriptive Statistics
Measures of Variability: Dispersion
Range – Highest Value – Lowest Value
Variance – how much spread in our sample data - scatter
Standard Deviation – dispersion of a random variable about its mean
Descriptive Statistics
The measures of central tendency and the measures of variability when compared to historical data can help us determine if:
The center of the process has shifted
The variability of the process has increased
Combination of both of the above
Descriptive Statistics
When constructing data tables and graphs:
Do not throw any data awayKnow what type of data you are dealing with – qualitative or quantitativeKnow if the data is discrete or continuous Label everything appropriatelyKeep it clear and simple
Target
Performance
Act
Plan
Do
Check
ProcessGap
TAPP/PDCA Integration*
Gap = Performance versus Target
Act only when Performance is below Target
Small gaps – just fix it
Larger gaps need a PDCA Cycle
Mon
itor
Monitor
* Reference Article
Check
How will we know if we are successful?
What are the indicators of success?
Develop a few Indicators of project success
Act
Project Planning
OngoingActivities
New Activities
StartTime
Low High
Resources committed to change
Transitional Time Line
OngoingActivities
New Activities
StartTime
Low High
Resources committed to change
Transitional Time Line
Gantt Chart
History
The first Gantt Chart was developed by Karol Adamiecki, who called it a Harmonogram
Because Adamiecki did not publish his chart until 1931, this famous chart bears Henry Gantt's name (1861–1919) designed his chart in 1910
Wikipedia, the free encyclopedia
Gantt ChartHenry L. Gantt – WWI
Franklin Arsenal 1910
Progress Chart
Work planned and accomplished are shown in the same space
Emphasizes work movement through time
Deals with plans and progress
Helps identify and eliminate obstacles
Gantt Charts
A Gantt chart is a matrix diagram
The vertical axis lists all the tasks to be performed for a project
Each row contains a single task identification
The horizontal axis is headed by columns indicating estimated task duration in hours, days, weeks, months, etc.
Use Of Gantt Charts
Establish order of tasks:Sequential and Parallel
Identify resources requirements
Timing of resource needs
Identify the critical path
Monitor the project “On-Time” Schedule
Alerts where remedial action is required
Traffic Light Gantt Chart
Task: City of XYZ HD 29-Feb 7-Mar 14-Mar 21-Mar 28-Mar
Finalize assessment analysis X
Gain consensus on priorities X
Identify comm. with elected off. X
Plan PHF consultant visit X
Set agenda and travel schedule X
City HD/PHF PI meeting X
On Schedule
Watch
Late or at Risk
Act
Solution works:Standardize
Train
Measure
Continue to improve
Solution does not work:Regroup
New team
New AIM
Communication Plan
Decide who/what/where/when of the Communication Plan
Describe the end “game” – begin with the end in mind
Make it flow – easy to understand and digest
Front load – important points first – get their interest
Stress the benefits to the listener – WIIFM
Ask for commitment – will you support the effort?If not – why?
Documenting The Impact Of QI
Documenting The Impact Of QI
How many times have you reached the end of a quality improvement project only to be unsure of what has actually been accomplished?
It is not unusual to get so caught up in the solving of the problem that we forget to accurately document what we did, when we did it, and what it accomplished.
Documenting The Impact Of QI
A quality improvement team moves quickly on its quest to gather data and solve problems but can easily delay recording what the interventions actually accomplished.
It is difficult to recall or recreate history since people involved in the project usually have sketchy and conflicting memories of what was done, when it was done and the associated impact.
Documenting The Impact Of QI
Start as soon as you have developed the AIM statement.
Develop a process by which you can document what quality improvements take place”
What they were?
When they where implemented?
What change resulted?
How much was the change?
Other questions?
Documenting The Impact Of QI
It is easier to document in real time then to recreate history.
Besides being a more accurate description of what has happened it also gives the quality improvement team a vehicle to start making predictions as to what
1. 2. 3. 4. 5. 6. 7. 8.
Intervention Number
Date What Was The
Change?
How Did It Impact The
AIM?
How Did Your
Thinking Change?
How Did It Impact Your Procedures?
How Did It Impact Your Customer?
How Do You Know?
Measures
Intervention and Impact FormAIM Statement Description:
Documenting Unintended Consequences
Unintended Consequences may happen.
Being prepared for Unintended Consequences makes the process of dealing with them easier and quicker.
Unintended Consequences
Often “Unintended Consequences” arise from some of the interventions. Many could not be foreseen since they are a result of the interaction of the intervention with the process where it is being implemented.
Unintended consequences happen frequently in quality improvement projects and these need to be tracked along with the interventions.
Some of these unintended consequences may result in the quality improvement team developing a sub-AIM statement which will also have to be tracked and monitored.
The following columns can be added to the Intervention and Impact Form when needed to track the impact of unintended consequences.
9 10 11 12 13 14 15
Unintended Consequence Letter
UnintendedConsequenceDescription
Date It Happened
Impact To Aim Statement
Need a Sub AIM Statement?
Impact to Customer
ModificationsMade
Intervention and Impact Form when needed to track the impact of unintended consequences.
Stages Of Team Development
Adjourning
Stages Of Team Development
Each stage has two components that compete with each other:
Task Focus
Team Behavior
Applications and Tools for Creating and Sustaining Healthy Teams, Public Health Foundation, April 2011
http://www.phf.org/resourcestools/Pages/Applications_and_Tools_for_Creating_and_Sustaining_Healthy_Teams.aspx
Stages Of Team Development
Each stage has two components that compete with each other:
Task Focus
Team Behavior
Applications and Tools for Creating and Sustaining Healthy Teams, Public Health Foundation, April 2011
http://www.phf.org/resourcestools/Pages/Applications_and_Tools_for_Creating_and_Sustaining_Healthy_Teams.aspx
Top Ten Reasons Teams Fail
1. AIM Statement
2. Team Charter
3. Team Members
4. Problem Solving Process
5. Rapid Cycle
6. Team Maturity
7. Base Line Data
8. Training
9. Root Cause Analysis (RCA)
10.Pilot Testing
Train The Trainer Overview
Assignments
Project expectations
Next session
Train The Trainer Overview
Assignment for Teams:
TopicLHD Assigned
Introduction to QI
AIM statement (SMART)
SIPOC-CM
Force and Effect analysis
Flowchart (Basic or Deployment)
Flow Chart Summary Form
Cause and Effect (RCA) /5 whys
Forming, Storming, Norming,
Performing, Adjourning
Wrap Up
Finish Post Test
Next Steps?
Planning Time
Team Reports
Adjourn