Continuous Improvement

Methodology- PDCA
Advocate Research and Innovation Forum 2012

October 2012
Operations Improvement Vision
All Advocate associates become passionate about
process improvement, embracing equality, excellence,
partnership, and stewardship.

Commitment to simplify our process

Learning to work more effectively
Learning to see things differently

1
Objectives
Introduce the PDCA cycle

Present tools and concepts to facilitate problem solving,

which can be applied to any problem in any setting

Illustrate the concepts with a healthcare application of

PDCA

2
Continuous Improvement
Continuous improvement is an ongoing effort to improve
products, services, or processes.

Continuous and incremental improvements remove

unnecessary activities and variations providing increased
capability, reduced costs, improved efficiency and quality
over time.

A complete transformation process takes time, but

continuous improvement allows teams to change the
organization one problem at a time.

3
A Method to Promote Continuous Improvement
The Plan-Do-Check-Act (PDCA) Cycle is an iterative
four-step problem solving model to promote continuous
improvement.

Brief History:
Walter A. Shewhart first discussed the concept of PDCA in 1939
when he introduced the notion that constant evaluation of
management practices is key to the evolution of a successful
enterprise.
In the 1950s, W. Edwards Deming promoted PDCA as a primary
means of achieving continuous process improvement. He also
referred to the PDCA cycle as the PDSA cycle ("S" for study).

4
 PDCA
Standardize if it Alignment,
worked, adjust if identify problem,
it didnt work. determine goal,
cause analysis.

Act Plan

Check Do
Progress, target Action plan and
vs. actual execution

5
PDCA - Template
Strategy: Leader:
Strategic Initiative: Department/Branch:
Stakeholders (people involved/impacted by the initiative):

PLAN DO
Background Information: See Action Plan: (add action plan title here!)

CHECK

Problem Statement:

Goal (think SMART):

ACT

Cause Analysis:

6
 PDCA Is Not New: Clinical Thought Process
PLAN DO
Background Information: Administer IV diuretics and electrolyte replacements
Gather History and Physical information. Patient short Administer O2 and monitor intake and output
of breath and swelling of lower extremities over last Weigh patient daily
several weeks. Perform Echocardiogram

Problem Statement: CHECK

Patient is short of breath, elevated heart rate and Electrolytes in balance
swollen legs. Intake and Output balanced
Weaning off O2
Goal: Chest X-ray demonstrates improvement in patients
Upon confirmation of heart failure diagnosis, treat enlarged heart
patient until swelling in legs diminished and shortness
of breath subsides. Achieve over next ~4 days. ACT
Ensure handoff to patients primary care physician
Cause Analysis:
CMP Lab test drawn identified electrolytes level.
Chest X-Ray showed enlarged heart, supporting
diagnosis of congestive heart failure.

7
 Key Tools and Concepts to Help You Problem Solve
= Tool = Concept

Strategy: Leader:
Strategic Initiative: Department/Branch:
Stakeholders (people involved/impacted by the initiative):
Brainstorming
Go see visit the
PLAN DO
Gemba Background Information: See Action Plan: (add action plan title here!)

CHECK Action Plan

Process mapping Problem Statement:

Goal (think SMART):

Data analysis ACT

Cause Analysis:

Problem Statement
Check
Root cause against
analysis: goal
5 whys
Goals:
Specific What worked/
Measurable what didnt work
Achievable
Relevant
Timely
 Where do things stand today (current
state)?

What are the perceived symptoms that

makes us believe we need to act?
Act Plan

Check Do

9
 Visit the Gemba (the real place)
What is it?
Gemba walk, is an activity
that takes management to
the front lines to look for
waste and opportunities.
How to do it?
While at the place where
the work is happening
(Gemba), ask the questions
to the right.
Results:
Understanding of what is
really happening
10
Work What disrupts the work?
Flow
Where could mistakes be made?
What keeps those mistakes from being made?
Errors Is it just vigilance?
Or is there some mechanism to prevent mistake?
Is there any backtracking, rework, looping around?
Rework Are things where they are actually needed?
Do people have to look around for things?
How do they know what they should be doing?
What is their source of information?
Visual Do they have to hunt it down, or worse, guess at
Mgmt what should be done?
Or is the right thing and the right way crystal clear
to even the casual observer (that would be you).
 Process Mapping Basics
What is it?
Visual step-by-step process flow
outlining how work is done Short, Simple, Specific RN Gets
Process
One Post-it note per process step Step
Gown for
to depict main activities, information Noun-Verb Patient
flows, and interconnections
Apply 80/20 Rule 80% stays in
main path or flow
Overlay Data, Value Added, and Yes, No Patient Yes
Decision
Waste Identification Point Available?
It Depends
No
Results:
Allows an observer to walk-
through the whole process and see Start & End Points = clearly
define scope of the process
it in its entirety.

11
Data Analysis
What is it:
Baseline data analysis provides a view of how big
the current problem is, where there is opportunity
to improve.
Re-measure data analysis demonstrates if the
solution has improved the problem and is sustained.
How to do it:
Investigate various available reports, understand
definitions
Collect manual data if there is not electronic data
SURGICAL CARE IMPROVEMENT PROJECT (SCIP) BUNDLE
available 100
(January 2007-December 2008)

UCL=98.07

Analyze the data to quantify the problem

2
95 2

Performance %
90
_
85 X=85.58
2

Results: 80

75
2

2007 Target: 77%

2 2008 Target: 79%

Data driven analysis that cannot be disputed to

LCL=73.09
1
70
7 7 7 7 7 7 7 7 7 7 7 7 8 8 8 8 8 8 8 8 8 8 8 8
n /0 b /0 r /0 r/ 0 y /0 n/0 l/0 g /0 p /0 t/0 v /0 c/0 n/0 b /0 r/0 r /0 y / 0 n/0 l/0 g /0 p /0 t/0 v /0 c/ 0
J a F e M a Ap Ma Ju J u Au S e Oc N o De J a Fe M a Ap M a Ju Ju Au Se Oc N o De
2/9/09

quantify the problem and sustain results.

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 PDCA Applied to Healthcare Processes
PLAN DO
Background Information: Chart Flow beginning in patient room
Inconsistent ED work practices create a chaotic and exhausting RN, Tech, Physician assess patient together and
work environment. share the plan of care
ED LOS metrics are too high, well above benchmark Defined Roles and Standard Work
Identify a communication tool with All-Call
Pt Arrives Greet Triage Register To Room
feature to communicate a new patients arrival,
Initial
Care
Doctor Treat Disp Plan Discharge and patients discharge readiness.

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOSMap
Process Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
Improve communication and optimize ED process, in order to Received
provide timely quality care, with ED discharged home patient LOS
of 90min by January 2012. ACT
Metrics trending positive, continue to implement.
Cause Analysis:
No Communication Tool to communicate patient readiness What worked What didnt work
No standard workflow Education before Need more time to
No Standard Patient Assignment process for Physicians implementation trial process on
Chart is placed far away from care site Ownership of solution various patient days
13
Buy-In to try
 Write a sentence that defines the problem you are
trying to solve.

The problem is the gap between the current state

and the goal.
Act Plan

Select one problem per PDCA Check Do

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 Problem: understanding the gap
What is the gap that you are trying to close?

Patient Satisfaction
Patient Satisfaction

New Goal

Goal
GAP

GAP Goal
OR

Process that is declining in Sustained performance compared

performance and currently not to initial goal. New level of
achieving desired target. performance is identified.

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 Example Problem Statements
BEST
78% of outpatients have missing/incomplete testing on day of procedure which
results in 75% of the first cases to be delayed by more than 15 minutes.
38% of patients arriving at the Imaging Department Check-In desk wait longer than 15
minutes before being met by Liaison to take them to their CT scan.
AWV reimbursement is new from Medicare in 2011. The Clinic has approximately
44,000 patients that qualify for an AWV. This represents approximately $14.8M Gross
and $7.4M Net revenue opportunity.
GOOD
Average OR room turnover is 32 minutes which is higher than the national
average of 20 minutes.
There are 200-300 calls on average requesting information, distracting the desk
operators from their duties.
OR staff and surgeon frustration with process breakdowns leading to performance for
OR turn-around time, On-Time Starts, and associate satisfaction that does not meet
national best practice
BAD
Associate and physician satisfaction is low.
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 PDCA Applied to Healthcare Processes
PLAN DO
Background Information: Chart Flow beginning in patient room
Inconsistent ED work practices create a chaotic and exhausting RN, Tech, Physician assess patient together and
work environment. share the plan of care
ED LOS metrics are too high, well above benchmark Defined Roles and Standard Work
Identify a communication tool with All-Call
Pt Arrives Greet Triage Register To Room
feature to communicate a new patients arrival,
Initial
Care
Doctor Treat Disp Plan Discharge and patients discharge readiness.

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED discharged home Received
patient with a LOS of 90min by January 2012.
ACT
Cause Analysis:
Metrics trending positive, continue to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
17
Buy-In to try
 How will you measure success?

KRA goal or other goal that you are trying

to impact.

Think SMART! Act Plan

Check Do

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Goal
How will we know if we are achieving the
future state?
How will we know if we are successful?
Metrics must be SMART
Specific
Example Metric Chart
Measurable
Actual
Achievable Metric Baseline Goal By When
Performance

Relevant Patient Wait

Time
50 minutes 30 minutes 12/31/2012

Timely Room Turn-

Around Time
45 minutes 20 minutes 12/01/2012

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 PDCA Applied to Healthcare Processes
PLAN DO
Background Information: Chart Flow beginning in patient room
Inconsistent ED work practices create a chaotic and exhausting RN, Tech, Physician assess patient together and
work environment. share the plan of care
ED LOS metrics are too high, well above benchmark Defined Roles and Standard Work
Identify a communication tool with All-Call
Pt Arrives Greet Triage Register To Room
feature to communicate a new patients arrival,
Initial
Care
Doctor Treat Disp Plan Discharge and patients discharge readiness.

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED discharged home Received
patient with a LOS of 90min by January 2012.
ACT
Cause Analysis:
Metrics trending positive, continue to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
20
Buy-In to try
 What is causing the problem?

What prevents us from achieving the goal?

Why does the cause exist?

Act Plan

Is there a highest priority cause? Check Do

21
 Root Cause Analysis
What is it?
An identified reason for the
source or origin of an event
or defect.
How to do it?
An iterative, question-
asking method used to
explore the cause/effect
relationships underlying a
particular problem.
Be sure to not stop at an
artificial reason.
Results:
Ultimate goal is to
determine a root cause of a
defect
22 or problem.
Five Whys - Example
Thomas Jefferson Memorial preservation:
The National Park Service noticed the Thomas
Jefferson Memorial in Washington, D.C., was
deteriorating faster than other monuments. Park
service rangers investigated the problem with
the five whys technique, which keeps asking
"Why?" for five or more times, and formed the
following chain of causation:
Five Whys - Example
Why does the memorial deteriorate faster?
Because it gets washed more frequently.
Why is it washed more frequently?
Because it receives more bird droppings.
Why are there more bird droppings?
Because more birds are attracted to the monument.
Why are more birds attracted to the monument?
Because there are more fat spiders in and around the
monument.
Why are there more spiders in and around the monument?
Because there are more tiny insects flying in and around
the monument during evening hours.
Why more insects?
Because the monument illumination attracts more insects.
 PDCA Applied to Healthcare Processes
PLAN DO
Background Information: Chart Flow beginning in patient room
Inconsistent ED work practices create a chaotic and exhausting RN, Tech, Physician assess patient together and
work environment. share the plan of care
ED LOS metrics are too high, well above benchmark Defined Roles and Standard Work
Identify a communication tool with All-Call
Pt Arrives Greet Triage Register To Room
feature to communicate a new patients arrival,
Initial
Care
Doctor Treat Disp Plan Discharge and patients discharge readiness.

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: 5 Whys: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED dischargedWhy?
homeTime is wasted looking for charts
Received
patient with a LOS of 90min by January 2012. Why? Charts never in central designated location
Why? Care givers would take chart to see patients by bedside
ACTinformation is needed for patient care
Why? Chart
Cause Analysis:
Metrics
Why? Chart trending
is placed positive,
far away continue
from care site to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
25
Buy-In to try
What are the solutions to address
the root cause?

What activities need to take place?

Who will be responsible? When?

Document in the action plan!

Act Plan

Create the WIIFM Check Do

26
Brainstorming
What is it:
Group technique for generating many ideas in a short period of time
An invitation to think outside of the box

How to do it:
Clearly state the topic and brainstorming guidelines
Give people plenty of time on their own at the start of the session to generate as
many ideas as possible.
Collect ideas on Post-Its or Flipchart.
Encourage people to develop other people's ideas.
Encourage an enthusiastic, uncritical attitude among members of the group.
Ensure that no one criticizes or evaluates ideas during the session and welcome
creativity!

Results:
A collection of ideas (no idea is too big or too small)

27
Brainstorming: Affinity Diagram
Group ideas and
create solution
categories/themes

28
 Action Plan
What is it: What (Tasks) Who When Status
Tool that specifies the necessary tasks that Start End

must be executed to implement the solution

to your problem. It contains the name(s) of
person(s) responsible and a time frame for
completing the task.
How to do it:
Define the key steps to implement the solution
Who will do each step
When the step should be completed
Identify plan to follow up and review the status of all assigned tasks

Results:
Critical to document and make visually available all action items
planned by the team.
 Action Plan - Example
# What (Tasks) Who When Status Comments
Start End
1 Create new Standard Work to include Gloria 11/1 11/7
process change
2 Begin placing patient charts in ED Susan 11/1 11/7
patients room
3 Teach ED associates the new process Gloria 11/8 11/14
4 Implement data tracking log Susan 11/15 Ongoing
5 Obtain Walkie Talkies Steve 11/7 11/14
6 Go-Live with new process ALL 11/15 Ongoing

Who
What (start
(one When
with verbs)
person)

30
 PDCA Applied to Healthcare Processes
PLAN DO
What (Tasks) Who When
Background Information: Chart Flow beginning in patient room Start End
Inconsistent ED work practices create a chaotic and exhausting Create
RN,
newTech, Physician
Standard Work toassess patient
include together
Gloria 11/1 and 11/7
process change
work environment. share the plan of care
Begin placing patient charts in ED Susan 11/1 11/7
ED LOS metrics are too high, well above benchmark patients roomRoles and Standard Work
Defined
Teach ED associates the new process
Identify a communication tool Gloria 11/8
with All-Call 11/14
Pt Arrives Greet Triage Register To Room Implement data tracking log Susan 11/15 Ongoing
feature
Obtain Walkieto communicate a newSteve
Talkies patients
11/7arrival,
11/14
Initial
Doctor Treat Disp Plan Discharge
Go-Live with new process
and patients discharge readiness. ALL 11/15 Ongoing
Care

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED discharged home Received
patient with a LOS of 90min by January 2012.
ACT
Cause Analysis:
Metrics trending positive, continue to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
31
Buy-In to try
What is the progress/result in light
of your original goal?

Do the actual results match the

planned results?
Act Plan

Check Do

32
Check
Make sure you are making progress
Update action plan accordingly
Review metric chart
Did you achieve your goal?
Continue for 30/60/90-day sustainment
Actual
Metric Baseline Goal By When Monthly
Performance
Patient Wait
50 minutes 30 minutes 12/31/2012 55 minutes
Time
Room Turn-
45 minutes 20 minutes 12/01/2012 19 minutes
Around Time

33
 PDCA Applied to Healthcare Processes
PLAN DO
What (Tasks) Who When
Background Information: Chart Flow beginning in patient room Start End
Inconsistent ED work practices create a chaotic and exhausting Create
RN,
newTech, Physician
Standard Work toassess patient
include together
Gloria 11/1 and 11/7
process change
work environment. share the plan of care
Begin placing patient charts in ED Susan 11/1 11/7
ED LOS metrics are too high, well above benchmark patients roomRoles and Standard Work
Defined
Teach ED associates the new process
Identify a communication tool Gloria 11/8
with All-Call 11/14
Pt Arrives Greet Triage Register To Room Implement data tracking log Susan 11/15 Ongoing
feature
Obtain Walkieto communicate a newSteve
Talkies patients
11/7arrival,
11/14
Initial
Doctor Treat Disp Plan Discharge
Go-Live with new process
and patients discharge readiness. ALL 11/15 Ongoing
Care

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED discharged home Received
patient with a LOS of 90min by January 2012.
ACT
Cause Analysis:
Metrics trending positive, continue to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
34
Buy-In to try
Adjust if it didnt work, reassess and
make changes.

Standardize if it worked, document

standard process if solution solved the
problem.

Expand implementation to other areas

as appropriate.

Ensure ongoing PDCA to sustain

results. Act Plan

Check Do

Celebrate
35 WINS!
What Worked/What Didnt Work
What is it: What worked What didnt work

A simple tool to capture what

you learned.

Results:
A list of positive and
negative outcomes of your
attempt to solve the
problem.

36
 PDCA Applied to Healthcare Processes
PLAN DO
What (Tasks) Who When
Background Information: Chart Flow beginning in patient room Start End
Inconsistent ED work practices create a chaotic and exhausting Create
RN,
newTech, Physician
Standard Work toassess patient
include together
Gloria 11/1 and 11/7
process change
work environment. share the plan of care
Begin placing patient charts in ED Susan 11/1 11/7
ED LOS metrics are too high, well above benchmark patients roomRoles and Standard Work
Defined
Teach ED associates the new process
Identify a communication tool Gloria 11/8
with All-Call 11/14
Pt Arrives Greet Triage Register To Room Implement data tracking log Susan 11/15 Ongoing
feature
Obtain Walkieto communicate a newSteve
Talkies patients
11/7arrival,
11/14
Initial
Doctor Treat Disp Plan Discharge
Go-Live with new process
and patients discharge readiness. ALL 11/15 Ongoing
Care

Problem Statement: CHECK

Inconsistent practices contribute to inefficiencies for our ED Metric Baseline Remeasure Target
discharged home patients with an average LOS of 181 minutes, well LOS Discharge 181min 136min 90min
above the national benchmark of 90 minutes. Door to 55min 34min 30min
Physician
Goal: Door to Lab 71min 61min 35min
To achieve timely and quality care for our ED discharged home Received
patient with a LOS of 90min by January 2012.
ACT
Cause Analysis:
Metrics trending positive, continue to implement.
No Communication Tool to communicate patient readiness
No standard workflow What worked What didnt work
No Standard Patient Assignment process for Physicians Education before Need more time to
Chart is placed far away from care site implementation trial process on
Ownership of solution various patient days
37
Buy-In to try
 PDCA Applied to Key Result Areas
PLAN DO
Background Information: See Action Plan:
In Press Ganey Q2 2012 report, Home Care Office identified that the Action plan attached.
question Family informed regarding progress presents a low mean score
in the last two quarters. This question is rated as of high importance to CHECK
patients in the same report. Awaiting further results to evaluate success.
Question: family informed regarding progress
Problem Statement:
Baseline (Q2) Q3 Q4 Target
Patient satisfaction mean score for the question Family informed
th 87.5 91.7 (75th %ile)
regarding progress in Q2 2012 was 87.5. In order to achieve the 75
percentile goal, the mean score for this question should be 91.7.
ACT
Goal (think SMART): What worked What didnt work
Increase Press Ganey mean score for question Family informed regarding Team based approach to Team perceives
progress by 4.2 points by the end of 2012. brainstorm issues and communication
barriers log as busy
Cause Analysis: (5 whys)
Engaging team in the work, consider
Patients do not perceive that we keep family members informed of revising the
action plan development.
progress process.
Communication sheet
Families are complaining they are not adequately informed of progress
facilitates the
Staffs who care for patients are not informing the families of patients communication of progress
progress because it helps summarize
No standard process for how staff communicates patients progress message.
with family/friends (root cause)
38
 PDCA Applied to Key Result Areas
Action Plan
# What (Tactics/Tasks) Who When Status
Start End
1 Create draft of communication log. Jenny 8/20/12 8/24/12 Completed

2 Create draft of communication sheet. Jenny 8/20/12 8/24/12 Completed

3 Review communication log and sheet with clinical Jenny 8/20/12 8/31/12 Completed
staff for feedback.

4 Review with clinical managers and BSS how to Jenny 8/27/12 9/6/12 Completed
incorporate communication log/sheet into folders.

5 Communicate new tools and how to use to field Jenny 9/6/12 9/6/12 Completed
staff.

6 Educate field staff on communication tools for new Jenny 9/6/12 9/6/12 Completed
and existing patients.

7 Survey field staff at September staff meeting to Jenny 9/20/12 9/20/12 Started
inquire if communications tools are helpful.

39
 PDCA Applied to Key Result Areas
PLAN DO
Background Information: See Action Plan:
In Press Ganey Q2 2012 report, Home Care Office identified that the Action plan attached.
question Family informed regarding progress presents a low mean score
in the last two quarters. This question is rated as of high importance to CHECK
patients in the same report. Awaiting further results to evaluate success.
Question: family informed regarding progress
Problem Statement:
Baseline (Q2) Q3 Q4 Target
Patient satisfaction mean score for the question Family informed
th 87.5 91.7 (75th %ile)
regarding progress in Q2 2012 was 87.5. In order to achieve the 75
percentile goal, the mean score for this question should be 91.7.
ACT
Goal (think SMART): What worked What didnt work
Increase Press Ganey mean score for question Family informed regarding Team based approach to Team perceives
progress by 4.2 points by the end of 2012. brainstorm issues and communication
barriers log as busy
Cause Analysis: (5 whys)
Engaging team in the work, consider
Patients do not perceive that we keep family members informed of revising the
action plan development.
progress process.
Communication sheet
Families are complaining they are not adequately informed of progress
facilitates the
Staffs who care for patients are not informing the families of patients communication of progress
progress because it helps summarize
No standard process for how staff communicates patients progress message.
with family/friends (root cause)
40
 Key Takeaways
Build confidence with the PDCA
tools by applying to small
problems.
Different problems require
different tools, you dont have to
use them all.
PDCA is to engage front line
associates.
Dont be afraid to experiment.
There is no failure if you learned
with your PDCA!
Continuous improvement is an
ongoing effort.
41
Additional
Questions
Mariana Lipp Haussen,
Operations Improvement
Mariana.LippHaussen@advocatehealth.com
630.990.8114
Rebecca Lechowicz,
Operations Improvement
Rebecca.Hattle@advocatehealth.com
630.990.8389
Mike Virgilio
Director Operations Improvement
Mike.Virgilio@advocatehealth.com
630.990.2649
Amy Herbst
Director Operations Improvement
Amy.Herbst@advocatehealth.com
630.990.8389
Additional Course Information
Change Acceleration Process (CAP)
Data Analysis (Excel Basic & Excel Intermediate)
WorkOut (WO)
Effective Meeting Facilitation
Statistical Process Control
Project Management 101
Six Sigma
Lean Fundamentals

Search words: Performance Enhancement in ALEX

AdvocateOnline > Divisions > Advocate Performance Enhancement >

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 Questions?

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