Skin in the Game: Accountability and Pressure Injury Analytics
Researchers estimate that 2.5 million patients annually are impacted by pressure injuries, the majority of which may be preventable. For health care leaders, having confirmed, accurate, actionable pressure injury incidence data is critical for mitigating risk and decreasing the probability for developing and evolving pressure injury in the hospitalized patient.
In this session, attendees will explore tactics for developing an improvement science implementation, including workflow redesign and two informatics solutions, to improve pressure injury analytics.
Replicating Improvement at Scale
Drawing on the analytical framework set out in the recent Health Foundation report "The Spread Challenge," this session will explore approaches for spreading improvement interventions and supporting their successful adoption.
It will look at various strategies for codifying interventions, such as theory-of-change models and capability-based models, that can help adopters translate the interventions into their own context.
“Learning Health Systems”: Buzzword to Science
A learning healthcare system, as envisioned by the Institute of Medicine, integrates innovation into the care experience. Numerous, laudable examples are emerging that vary in real-world application of these concepts.
In this session, health care leaders will illustrate how these systems combine quality improvement and implementation science to accelerate learning.
The F Word!! Learning from Failure
Quality improvement (QI) approaches celebrate and encourage failure for the rich learning opportunity it provides. However, in reality, people desire positive results and workplace culture often makes us fear failure. This session will present an honest account of setting up quality improvement (QI) programs in large mental health and acute settings in England and Wales.
Improved Patient Flow Using Quality-Based Pathways
|By identifying and monitoring the key elements of quality standards in a patient's care journey, patients can be well-prepared for the next phase of their recovery.This presentation will demonstrate how the implementation of clinical pathways supported efforts to integrate quality-related practices while improving efficiencies for inpatient units at a specialized mental health institution.|
Transforming Patient Care Through Standardization
With the goal of becoming a leader in improving patient outcomes and achieving zero harm by 2026, Piedmont Healthcare (PHC) has designed a successful methodology for the development of clinical best practices and standard work through the delivery of 'Promise Packages'. This tool is used by frontline staff, management, and leadership alike as a one-stop-shop providing a comprehensive set of resources, including performance-tracking tools, across an 11-hospital health care system.
Improve Your Organization via Value Stream Management
Management of data acquisition and conversion into quantifiable goals and process improvement work is a significant requirement for hospitals today. Memorial Health System utilizes a value stream management approach that allows senior leadership, frontline managers, value stream owners (embedded Lean Six Sigma Black Belts), patient safety coordinators, data scientists, and patient experience liaisons to identify and define key performance indicators that enhance the identification of process improvement work critical to the organization.
Attendees at this session will walk through an experiential exercise around the development and definition of the value stream structure (based upon the Donabedian Model) and the processes that surround the structure.
Launching a New Generation Command Center
Have you ever been overwhelmed with dashboards and data, yet lacked the information needed to manage your organization? In this session, participants will learn how physicians, nurses, IT professionals, managers, and leaders at Mount Sinai St. Luke's in New York City used Lean methodology to harness data from the electronic medical record and designed a new generation command center, the James Jones Daily Management and Incident Command Center (DMC), to transparently display real-time information.
Improving Care Processes for Ageing in Place
A Home-Based Primary Care Practice had a waiting list of eligible patients, and the team recognized a need to optimize processes to expand the program. In addition to expanding the patient census, the team envisioned increasing employee engagement and empowering staff to drive change. This session will provide insight into how improvement tools can be used in combination to maximize buy-in and benefit. The example walks through phases of work that included qualitative interviews, root cause analysis, value/non-value-add analysis, swim lane diagrams, brainstorming, a priority payoff matrix, and tracking ownership and timelines for completion.
Timely Care: Insights From a 3-Year Case Study
Improved patient flow increases the safety and quality of care. Across the state of Victoria, Australia, significant access and patient flow issues have been experienced in the face of rising demand. A partnership between Victorian government agencies and health care providers sought to improve timeliness of access to emergency care through a systemic focus on patient flow.
In this session, participants will learn from Safer Care Victoria's experience implementing patient flow partnerships over a three-year period, which resulted in 50,000 more patients achieving timely access to emergency care.
Using IHI's Reliability Concepts to Implement RTDC
In Radboudumc, one of the biggest academic hospitals in the Netherlands, we had 25 units that were each responsible for their own bed planning. Every day, some units had a shortage of beds, and some units had beds available. In the units with a shortage of beds, doctors and nurses spent a lot of time trying to fix the problems as they occurred. There was no overview of bed usage and availability, and there was no coordination between the different units. This led to delays, off-service patients, and regular last-minute cancellation of treatments.In June 2018, Radboudumc implemented IHI's Real-Time Demand and Capacity Management (RTDC), an administrative system that matches the supply of beds to the demand for beds across the hospital.
Creating Health System Innovation at Scale
|Why do some innovations spread faster than others? At Ariadne Labs we create scalable solutions to improve health care delivery. We have identified challenges for spreading innovation, including understanding organizational readiness for change, such as leadership commitment, capabilities, teamwork, and culture. We built a context-assessment tool to improve the likelihood of successful implementation of health innovations. Implementation and research teams need a context-assessment tool to better identify where and when to implement, as well as to inform design and support of their implementation efforts to reach more facilities and providers effectively and efficiently.|
Using Communications Strategies to Accelerate Quality Improvement
It can take weeks or months to plan a QI project; doesn't it make sense to spend time developing a plan to communicate with important stakeholders to help ensure its success?Just as any viable QI initiative should have a measurement strategy, teams should have a communications strategy to mobilize the will to change, convey the ideas and evidence needed to accelerate improvement, and support the execution and spread of effective interventions.
A Knowledge Commons Supercharges Learning Networks
Going beyond a local system to create a dispersed learning network allows for a wider pool of people and ideas. This requires a virtual knowledge commons or Learning Exchange to support sharing across distance and time. Quality team members, patients, family, physicians, and researchers will discuss challenges and successes.
Attendees will learn user-centered design principles for developing a Learning Exchange, the importance of continuous evolution, and the benefits of a shared platform.
How Virtual Collaboration Can Ignite Improvement
Virtual collaboration fuels large scale improvements, enabling us to involve more people, engage patients and families in a less daunting way, involve colleagues without taking them from their jobs, increase diversity, and make better decisions. We will share case studies from our virtual collaboration work with thousands of frontline staff and patients across the English National Health Service, through which we built shared purpose, accelerated outcomes, slashed travel costs and environmental impact, and improved care.
Better Maternal Outcomes: Redesigning Systems with Black Women
A growing awareness of preventable maternal harm stems in part from striking racial inequalities in outcomes in the United States. High-volume delivery centers in Washington, DC and Detroit have partnered with community organizations and individuals. They codesigned services which build trust and improve outcomes. This work is based on critical quality improvement principles: that those most affected by the delivery system possess a wealth of change ideas, and that communities possess key assets for improvement.
Data Visualization for Quality Improvement
|Communicating ideas and making decisions both require effective visual displays. Analytic challenges for improvement include identifying trends, patterns, or relationships in data and analyzing sources of variation. We will present graphical methods for different types of improvement studies with an emphasis on time series methods that afford a whole-system view, including underutilized Shewhart control charts. Using practical examples, we will highlight key principles for quality improvement teams and challenge participants to critique and design graphics.|
Bridge QI and IS Gap to Reduce Opioid Prescribing
|Reducing opioid use is a complex problem that requires tailored solutions. Traditional quality improvement methods facilitate context-specific changes. Implementation science provides tools to increase uptake. We used a new framework, the Model for Improvement and Implementation (MFII), which systematically integrates both approaches. Through the MFII, we implement an intervention to reduce surgical prescribing of opioids. This framework to identify barriers and strengthen support for implementation is applicable to other complex issues.|