Informatics 8: Quality Improvement Flashcards
1
Q
quality reviews
A
- every 1 patient we do good by we only gain one patient back
- no more no less
- every patient you do wrong by you lose 5 patients
- people are more likely to leave bad reviews
2
Q
quality improvement theory
A
- quality improvement in the hospital goals for this primer
- understnad fundamental concepts in quality improvement
- identify the environment and key steps for a successful quality improvement project
- become familiar with several quality improvement tools and their use
3
Q
quality improvement: bridging the implementation gap
A
- direct relationship between progress and time -> patient care
- scientific understanding and IT can decrease the implementation gap
- patient care is slow increasing slope :(
- we get it right 54% of the time -> not good
4
Q
hospitalists and quality improvement
A
- complex process problems need multidisciplinary solutions
- all departments work together
- we are at the frontlines seeing system failures process errors, and performance gaps with our own eyes -> which is our competitive advantage
- teaching people how to use EMR wrong -> snow ball effect -> people take it out on other things
- improved quality delivers:
- better pt care**
- at lower costs
- with potentially higher reimbursements (pay-for-performance)
- and it can make our jobs more interesting, fun, and rewarding
5
Q
quality
A
- meeting the needs and exceeding the expectations of those we serve
- delivering all and only the care that the patient and family needs
- we do this to better patient care
6
Q
improvement
A
- it is NOT:
- yelling at people to work harder, faster, or safer
- creating order sets or protocols and then failing to monitor their use or effect- follow up
- traditional quality assurance-
- research (but they can co-exist nicely)- trying a new durg
7
Q
improvement requires change
A
- principle #1
- every system is perfectly designed to achieve exactly the results it gets
- to improve the system, change the system*…
- change= not just doing something different, but engineering something different -> at least one step in at least one process
8
Q
clinical research
A
- trying something new in the real word
- monitor to see if its working
- and then put it in true clinical practice
9
Q
less is more
A
- principle #2
- you cannot destroy productivity
- when changing the system, keep it simple
10
Q
change
A
- not just doing something different, but engineering something different
- at least one step in at least one process
11
Q
understanding change in the hospital atmosphere
A
- high reliability strategies commonly succeed:
- build a “decision aide” or reminder into the system
- make the desired action the default action (not doing the desired action requires opting out)
- build redundancy into responsibility (e.g. if one person in the chain overlooks it, someone else will catch it)
- schedule steps to occur at known intervals or events
- standardize a process so that deviation feels weird
- take advantage of work habits or reliable patterns of behavior
- build at least one- if not more- of these high reliability strategies into any changed process
12
Q
improving quality
A
-can increase or decrease cost depending on the situation
13
Q
understanding change in the hospital atmosphere
A
- change engineered to drive improvement depends on…
- workplace culture
- awareness
- evidence
- exerience
14
Q
workplace culture
A
- personnel must be receptive to change
- ready to accept change
15
Q
awareness
A
-administrative and medical staffs must care about performance and support its improvement through change
16
Q
evidence
A
-local experts must identify which research to translate into practice
17
Q
experience
A
- a skilled team must choose, implement, and follow up changes to ensure:
- improvement efforts are ongoing and yielding better performance
- productivity is perserved
18
Q
an atmosphere for change
A
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