Defining a Performance Improvement Model

Question 1

deming’s plan includes

Answer 1

plan, do, study, act cycle
study over simply check- data analysis

Question 2

deming’s plan assumption

Answer 2

always room for improvement in services, processes, outcome

Question 3

org wide PI process

Answer 3

1. identify performance measures
2. measure performance-metrics
3. analyze and compared to external data - benchmark
4. identify improvement opportunity
5. perform ongoing monitoring

Question 4

team based PI process

Answer 4

1. identify improvement opportunity
2. research and define performance expectations
3. design and redesign process/education - training
4. implement process
5. document and communicate findings

Question 5

what is foundation of all PI activities

Answer 5

measurement

Question 6

what determines what we should measure in PI

Answer 6

logic, common sense
regulatory, accreditation requirements
high risk, high volume, problem prone functions

Question 7

performance measure `

Answer 7

quantitative tool that provides an indication of an org performance in relation to specified process/outcome

ex: rate, ratio, index, percentage

Question 8

benchmarking

Answer 8

comparing org performance to that of similar org

Question 9

numerator

Answer 9

of times something occurred

Question 10

denominator

Answer 10

of times it could have occurred

Question 11

what makes good P measurement- science

Answer 11

numerator, denominator, describe pop, measurement period, baseline goal, collection method, frequency of collect, analysis, reporting

Question 12

art of good perform measurement

Answer 12

can we make change with these measurements, improve quality

Question 13

JC requirement for org wide PI activities

Answer 13

appoint a leadership group to monitor performance measures

Question 14

when to implement PI team

Answer 14

when the opportunity is a result of inefficiency or ineffectiveness or a work process

we r coming up short even when doing our best and need to change something in process

Question 15

systems thinking

Answer 15

view of reality that emphasizes the relationships and interactions of each part of the system to all the other parts

ripple effect

emphasis on processes, culture
away from caption of ship model and more complex structure

Question 16

y is HC so hard to change

Answer 16

hard to know how one change will effect another department or process

Question 17

dynamic complexity

Answer 17

idea that cause and effect are subtle, and long term effects are not obvious

Question 18

sys characteristics that contribute to dynamic complexity

Answer 18

change, trade off, history dependency, tight coupling (ripple), nonlinearity (effect unrelated to cause)

Question 19

basic Q management sys elements

Answer 19

input —> conversion process —> output

Question 20

iceberg metaphor

Answer 20

events - what does individual do
patterns - what does org do
system structures - better understand results

Question 21

control chart

Answer 21

determines if process is stable or unstable

Question 22

PI framework: six sigma

Answer 22

intent of producing error free results
uses standard dev, variation from mean of pop
no more than 3.4 errors per million

Question 23

Pi framework: Lean

Answer 23

streamline processes like waste

Question 24

PI framework: lean six sigma

Answer 24

combo, eliminate waste, improve accuracy, process with both speed and accuracy

Question 25

Pi framework: high reliability org

Answer 25

manage the unexpected, aware staff are human
ex: time outs, just culture