Key Terms Chapters 1-3
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| Continous monitoring | the regular & frequent assessment of healthcare processes and their outcomes & related costs
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| leadership | the senior governing, administrative and management groups of a healthcare organization that are responsible for setting the mission & overall strategic direction of the organization
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| opportunity for improvement | a healthcare structure,product,service,process,or outcome that does not meet it's customers' expectations and therefore could be improved
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| performance improvement team(PI) | members of healthcare organization who have formed a functional or cross-functional group to examine a performance issue & make recommendations with respect to its improvement
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| process redesign | the steps in which focused data are collected and analyzed, the process is changed to incorporate the knowledge gained from the data collected, the new process is implemented,and the staff is educated about the new process
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| OI toolbox techniques | tools that facilitate the collection,display,& analysis of data & information & that help team members stay focused including cause & effect diagrams, graphic presentations and others
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| Benchmark | standard of performance or best practice
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| affinity diagram | a graphic tool used to organize and prioritize ideas after a brainstorming session
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| bechmarking | the systematic comparison of the products, services, and outcomes of one organization with those of a similar organization, or the systemic comparison of one organization's outcomes with regional or national standards
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| brainstorming | an idea-generation technique in which a team leader solicits creative input from team leaders
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| normal group technique | a quality improvement technique that allows groups to narrow the focus of discussion or make decisions without becoming involved in extended, circular discussions
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| outcome measure | a measure that indicates the result of the performance (or nonperformance) of a function or process
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| outcomes | the results of care, treatment, and services in terms of the patient's expectations,needs, and quality of life, which may be positive and apporopiate or negative and diminishing
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| performance measurement | the indicator of a healthcare organization's performance in relation to a specified process or outcome
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| performance measures | a quantitative tool that provides an indication of an organization's performance in relation to a specified process or outcome ( ex. ratio, rate,index,or percentage)
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| process measure | a measure that focuses on a process that leads to a certain outcome,meaning that a scientific basis exists for believing that the process,when executed well, will increase the probability of achieving a desired outcome
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| sentinel event | an unexpected occurrence involving death or serious physical or physiological injury, or the risk thereof. The phrase "or risk thereof" includes any process variation for which a recurrence would carry a significant chance of serious adverse outcome
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| systems | the foundations of care giving, which include building(environmental services),equipment(technical services),professional staff(human services), and appropriate policies(administrative systems)
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| action plan | a set of initiatives that are to be undertaken to achieve a performance improvement goal
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| agenda | a list of tasks to be accomplished during a meeting
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| Blitz team | a type of performance improvement(PI) team that constructs relatively simple and quick fixes to improve a work process without going through the complete PI cycle
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| cross-functional | a term used to describe an entity or activity that involves more than one healthcare department, service area, or discipline
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| functional | a term used to describe an entity or activity that involves a single healthcare department, service, or discipline
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| ground rules | an agreement concerning attendance, time management, participation, communication, decision making, documentation, room arrangements, cleanup, & so forth that has been developed by performance improvement team members at the initiation of the team's work
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| mission statement | a written statement that sets forth the core purpose of an organization or performance improvement team, an expression of what already exists,the generation of a mission statement usually precedes the formation of the organization's overall goals
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| performance improvement council | the leadership group that oversees performance improvement activities in some healthcare organizations
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| team charter | a document that explains the issues the team was initiated to address, describes the team's goal or vision, and lists the initial members of the team and their respective departments
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| team facilitater | a PI team role primarily responsible for ensuring that an effective PI process occurs by serving as advisor and consultant to the PI team, remaining neutral, nonvoting member;suggesting alternative Pi methods and processes to keep the team on target
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| team leader | a PI improvement team role responsible for championing the effectiveness of PI activities in meeting customer's needs &for the content of a team's work
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| team member | a PI team role responsible for participating in team decision making and plan development;identifying opportunities for improvement;gathering,prioritizing,& analyzing data;and sharing knowledge,information, & data that pertain to the process under study
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| team recorder of scribe | a PI team role responsible for maintaining the record's of a team's work during meetings,including any documentation required by the organization
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| timekeeper | a PI team role responsible for notifying the team during meetings of time remaining on each agenda item in an effort to keep the team moving forward on its PI project
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| values statement | describes the values & standards governing the operation of the organization & its relationship with customers, suppliers,employees, the local community, & other stakeholders
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| vision statment | describes what the organization or PI team initiative will look like in the future;also describes some milestone the organization or PI team will reach in the future
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