Test 2: Quality & Performance Improvement
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| The interrelated activities in HC organizations that promote effective and safe patient outcomes across services and disciplines within an integrated environment. | Processes
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| The final results of care, treatment, and services in terms of the patient's expectations, needs, and quality of life, which may be positive and appropriate or negative and diminishing | Outcomes
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| Focuses on a process that leads to a certain outcome | Process measure
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| Indicates the result of the performance of a function or process | Outcome measure
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| systemic comparison of the products, services, and outcomes of on organization with those of a similar organization | Benchmarking
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| usually involve the significant injury or death of a patient or an employee through avoidable causes | Sentinel Event
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| QI Toolbox Technique: Offering ideas, any ideas, as they come to mind, where ideas are not criticized or discussed | Brainstorming
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| QI Toolbox Techniques: Used to organize and prioritize ideas after brainstorming. Commonly uses adhesive notes to categorize and group ideas. | Affinity Diagram
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| QI Toolbox Technique: Gives each member of the group an opportunity to select which ideas are the most important. Team members vote on which issues/ideas should be considered first. | Nominal Group Technique
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| Used to gather data based on sample observations in order to detect a pattern | Check Sheet
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| Numerical values that represent whole numbers, ex: # of children in a family or # of unbillable patient accounts. Can be displayed in bar graphs. | Discrete Data
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| Assume an infinite # of possible values in measurements that have decimal values as possibilities. Ex: Weight, BP, temperature, etc. Can be displayed in histograms or line charts. | Continuous Data
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| Chart types for discrete data | Bar graphs
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| Chart types for continuous data | Histograms or line charts
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| Type of data displayed in pie charts | Nominal and ordinal
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| Used to measure key processes over time | Control charts
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| Totality of healthcare services provided to a patient and his or her family in all settings. | Continuum of care
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| Steps to Success: Step One | Perform preadmission care planning: Initiated when the patient’s physician contacts a healthcare organization to schedule an episode of care service
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| Steps to Success: Step Two | Perform care planning at the time of admission: Case manager will review all information to confirm that the patient meets admission criteria
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| Steps to Success: Step Three | Review the progress of care: Case manager periodically reviews the patient’s progress throughout the entire episode of care to confirm that the patient meets continued-stay criteria
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| Steps to Success: Step Four | Conduct discharge planning: Case manager performs final discharge planning
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| Steps to Success: Step Five | Conclude postdischarge planning: Case manager conveys information about the patient’s course of treatment to the clinicians who will continue to care for the patient after discharge
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| A performance measure that enables the healthcare organization to monitor a process to determine if it is meeting process requirements | Indicator
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| Project management tool used to schedule important activities | Gantt chart
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| Assessing patient's needs. Determines patient's appropriateness for admission to the facility and the level of care/service to be rendered. | Core Patient Processes: Step 1
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| Planning care, treatment, and services. Establishing an interactive, written care plan that is specific, individualized, and based on a thorough assessment of the patient's physical, emotional, cognitive, and social needs. | Core Patient Processes: Step 2
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| Providing care, treatment, and services. A multidisciplinary team using data developed through team assessment processes initiates the care pathway | Core Patient Processes: Step 3
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| Coordinating care, treatment, and services. Eventual outcome of this flow of care is an improvement in the patient's condition that allows discharge to the patient's home or to a different care setting. | Core Patient Processes: Step 4
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| Name two National Patient Safety Goals (NPSG) | Identify patient correctly (two ways); Improve staff communication (Read back spoken or phone orders to person giving order); Prevent infection (Use hand cleaning guidelines from W.H.O. or CDC); Check patient medicines (contraindications, etc.)
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| Three types of PI teams | Blitz teams, functional, and cross-functional
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| Prepares and schedules meetings, sends out announcements, serves as primary spokesperson for the team | Team leader
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| Serves as an advisor and consultant to the team, acts as a neutral non-voting member, acts as coach or motivator for the team | Team facilitator
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| Participates in decision making and plan development for the team, identifies opportunities for improvement, shares knowledge and data pertaining to the process under study | Team member
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| Records information on a flip chart for the group, creates appropriate charts and diagrams, assists with notices and supplies for meetings | Team recorder
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| Helps the team manage its time and notifies the team during meetings of time remaining on each agenda item in an effort to keep the team moving forward on its PI project | Timekeeper
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| Explain what issues the team was initiated to address, describe the team's goal or vision, list the initial members of the team and their respective departments | Team charter
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| Organization-wide or team-based Should answer: What process is to be improved? For whom is the process performed? What products does the process produce? What is not working with the current process? How well must the process function? | Mission statement
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| Should serve as a description of the ideal end-state; describing the way the process should function | Vision statement
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| Project Life Cycle: This phase begins with determination that there is a gap between organization performance and expected outcomes. Leadership then identifies an opportunity for improvement and assesses the feasibility of the project. | Initiation
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| Project Life Cycle: Identify tasks the team will perform and estimate the duration of activities; develop schedule and cost estimates; perform tasks and track progress; develop training plan and implementation plan. | Planning
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| Project Life Cycle: Present recommendation to leadership; begin training; execute implementation plan; track and monitor progress; revise project as needed. | Execution (Implementation)
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| Project Life Cycle: Communicate results (final report); celebrate successes; continue evaluation and control and identify new opportunities for improvement. | Closure
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| Phases of Project Life Cycle | Initiation, Planning, Execution (Implementation), Closure
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| Four stages of progression for project teams | Cautious affiliation, competitiveness, harmonious cohesiveness, collaborative teamwork
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| Forming stage when team members are very polite as they get to know one another. Team members assess one another's strengths and weaknesses | Cautious affiliation
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| Storming stage when conflicts emerge. Productivity is limited during this stage; they will either stay in conflict or revert to phony politeness | Competitiveness
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| The norming stage in which team members learn to communicate and collaborate. They become more focused on the task at hand. Members feel like they are a contributing part of the team. | Harmonious cohesiveness
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| Performing stage where a group of individuals begin to collaborate as a team. Communication becomes more efficient and effective. In highly effective teams there is less conversation and more action. Individuals take pride in the results produced by team | Collaborative teamwork
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| Helps to plan and track the implementation of a project. It is often used by PI teams to plan and track the progress of a project. | Gantt Chart
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Created by:
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