| Description |
1 online resource (xv, 474 pages) : illustrations (some color) |
| Contents |
Part I. The basics. The problem with healthcare -- We need to improve the way we improve -- Part II. The first "R" : the right project. The project selection process -- Frame your challenge : the problem statement and charter -- Part III. The second "R" : the right people. Don't go at it alone : find a primary sponsor -- Organize your QI team and select the team leader -- Part IV. The third "R" : the right problem. What is the scope of the project? The SIPOC diagram -- Who are the “customers,” and What do they need? -- Who are the "stakeholders," and What challenges do they have? -- Part V. The fourth "R" : the right cause. To understand a process, you need to "go see" and create a map -- Get a quick win : identify and eliminate "waste" -- Measure what matters : choose the right project metrics -- Practicalities for planning and collecting baseline data -- Define baseline performance : is the process "stable"? -- Tools to characterize the type of variation : the run chart -- Tools to characterize the type of variation : the control chart -- Define baseline performance : is the process capable? -- How to identify and prioritize the most likely cause of the problem -- Before proceeding, confirm the cause-and-effect relationship -- Part VI. The fifth "R" : the right solution. Develop and prioritize your improvement ideas -- Test the effectiveness of your ideas with a pilot -- Improve "flow" and work conditions -- Now roll-out your improvement ideas and make them "stick" -- Part VII. Additional things you may need to know. How to prepare and conduct a tollgate review -- How to communicate effectively to engage the frontline -- How to lead an effective team meeting -- How to help your QI team become a high-performing team -- Steps and strategies to effective decision-making -- What neurosciences can teach us to motivate people to change -- How does it all fit together? The MRI suite at St. Mary's Hospital – Appendix. Appendix I. Common improvement tools and techniques -- Appendix II. Glossary of improvement terms -- Appendix III. Additional resources |
| Summary |
"Efforts to improve the quality of healthcare have focused on increasing accountability, measurements, and new payment models. These and other efforts have failed to achieve a meaningful and sustainable improvement. Patients continue to experience fragmented, impersonal, inconvenient, and unsafe care while providers are increasingly becoming burned-out by a system overburdened with administrative tasks. The current approach seems at odds with the mission of providing high quality care. A fundamental change is needed in how we deliver care, and how we go about improving it. It is widely accepted that physician leadership is an essential requirement for successful quality improvement efforts. Yet physicians have been reluctant to engage, either because of the constraints of their overbooked clinical schedules, their perception of QI, or because quality priorities are often set by outsiders rather than chosen by physicians based on their insights, experience and expertise. As a result, physicians have been marginally involved in operational improvement, and for the most part, have relinquished that responsibility to managers and hospital administrators. A strategy for improving healthcare delivery that continues to ignore the engagement of physicians is doomed to fail. Physicians should lead improvement efforts: they are well positioned to accept the improvement challenge. They have valuable insights into processes, have been trained as problem-solvers, and making things better speaks to their intrinsic motivation. Their engagement is critical, will serve their patients well, and may be the new role physicians need to gain a sense of purpose, restore their identity, and decrease burnout"-- Provided by publisher |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Description based upon print version of record |
| Subject |
Physicians -- Vocational guidance
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Medical care -- Quality control.
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Medicine -- Vocational guidance.
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Quality Assurance, Health Care
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Medical care -- Quality control
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Physicians -- Vocational guidance
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| Form |
Electronic book
|
| Author |
Pop, Michael R., author.
|
| ISBN |
1119699002 |
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9781119699002 |
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