Exam 4 Flashcards
3 layers of assesment of quality care
patient, practioners/providers, community
things that can be measured, can be used to assess quality, and they carry a consensus
performance indicators
well defined, easily measured, feasible to collect and report
characteristics of performance indicators
choose a clinical area to evaluate, write indicator specifications, organize an assessment team
steps when developing performance indicators
critical for current and future success of the organization or institution
key performance indicators
frequently measured, non-financial, and linked to a team
characteristics of key performance indicators
make sure we have a transfer of power to the front line, have a strong partnership with members and customers, and reporting and improving performance
foundational stones
how a planned action might lead to a desired outcome
mental model
can be a barrier identifying key performance indicators
perceptions of stakeholders
people that are the most invested in the plan or project
key stakeholders
relevant knowledge, proficiencies and abilities needed to achieve a desired result
skills and tasks
where human performance improves with practice, so you get better the more your practice
power law of practice
different types of comunication
a pattern of failed predictions that prompts us to revise our mental models. we do it everyday without thinking about it
feedback loop
a tool used to track organizational strategies and to monitor progress towards identified objectives
scorecard
a tool that looks as the operational progress of an organization and uses it to monitor clinical and non-clinical progress
dashboard
the correct mathematical equation for quality
quality = value x price / time
control chart that has continuous data that is measured on a scale so like time and weight
variable chart
control chart that has discrete data and counted using integers or categories like number of events infected versus not infected
attribute chart
chart that centers on a median
run chart
chart that centers on a mean
control chart
part of the chart that with the most popular or largest amount is the
mode
this is unavoidable in any process or system, and the more complicated the process or system, the greater the potential for a cumulation of this
variation
variations that result from events arising above the background noise of a process or that are outside of the normal limits are labeled
special cause variations