Virginia Mason Medical Center
Seattle, Washington, USA
Shirley Sherman, RN, CCRN, Assistant Nurse Manager, Day-to-Day Leader IHI Collaborative
Penny Gilliatt, RN, CCRN, Preceptor Coordinator and Assistant Nurse Manager
Lori Tyler, RN, MN, CCRN, CNS, Critical Care and Telemetry
Joe Streiff, RRT, Manager, Respiratory Therapy
Robert Hase, RRT, Manager, Respiratory Therapy
Michael Westley, MD, Medical Director, Critical Care and Respiratory Therapy
David Kregenow, MD, Critical Care Intensivist/Pulmonary Medicine
Rosemary Tempel, RNC, Project Manager, Clinical Quality Improvement
Use rapid tests of change to assess the value of various Toyota Production System (TPS) principles applied in Critical Care and Operating Room locations that may lead to more highly reliable, safer patient care.
Compliance rates with patient safety goals
Rate of improvement over time
Ability to maintain gains
Summary of Results / Lessons Learned / Next Steps
Encouraging innovation and participation in patient safety and process improvement work has changed our culture.
Maintaining the gains, spreading successful work, and improving reliability are done by local leaders using direct observation and team building activities.
Make processes simple, part of daily work, and value-added for the patient leads to success.
Standardized work processes enable new staff to join the workforce faster, and provide incentives to long-term staff (extra time, ease of mind).
[Storyboard presentation at IHI's 2nd Annual International Summit on Redesigning Hospital Care, June 2006]