Continuous Quality Improvement
Exam-Graded A
Continuous Quality Improvement (CQI) - ANS-structured organizational process that
involves staff in planning and executing improvements to provide quality health care that
meets or exceeds expectations
Continual need for healthcare analysis as healthcare shifts toward patient-centered and
value-driven care
Knowledge - ANS-Build foundation and skill
- Provide education and training on CQI basics
- Need careful planning for both the order and extent of initial training
Top-down approach
Implementation - ANS-Decentralize ownership
All levels now beginning to become a part of the process
Set the organization up for success
- Start with relatively simple tasks
- Don't take on too many projects at once
- This step can foster confidence and demonstrate feasibility of the changes
Bottom-up approach
Integration - ANS-Establish way of doing business
Indicators of integration
- Constant focus on customers and customer satisfaction
- Staff readiness for change and process improvement
- Application of CQI concepts outside of designated CQI teams
- Shared belief for implementing change based on data instead of speculation
Bottom-up approach
building a CQI team - ANS-• Needs members that represent systems leadership,
technical expertise, day to day leadership
• Necessary to have an executive sponsor
, • Need a team leader, a facilitator, a scribe, timekeeper, other members
• Create ground rules for meetings
• Identify the project scope and boundaries
scope-creep - ANS-Approaching areas outside of project boundaries
group dynamics stages - ANS-Forming
Storming
Norming
Performing
Adjourning
Forming - ANS-honeymoon stage, individual roles and responsibilities not yet clear,
polite and positive
Storming - ANS-authorities begin to be challenged, tensions build, idea competition,
tension, confrontations, conflicts can occur, necessary for the team's growth
Norming - ANS-progress begins, team feeling more comfortable in sharing ideas and
receiving feedback, sometimes too much effort on avoiding conflict, devil's advocate
role to promote critical evaluation
Performing - ANS-team is functioning as a unit and is secure, efforts demonstrate
progress
Adjourning - ANS-goals are accomplished, team is disbanded
Principles essential to promoting quality of care - ANS-Leadership
Measurement
Reliability
Practitioner skills
the Marketplace
Leadership - ANS-influence change and encourage pride of ownership
Coping with change
ADKAR
- Awareness of need to change
- Desire to participate and support the change
- Knowledge of how to change
- Ability to implement the change
- Reinforcement to keep change in place
Measurement - ANS-look for measurement of process v. measurement of outcomes,
quality indicators
Exam-Graded A
Continuous Quality Improvement (CQI) - ANS-structured organizational process that
involves staff in planning and executing improvements to provide quality health care that
meets or exceeds expectations
Continual need for healthcare analysis as healthcare shifts toward patient-centered and
value-driven care
Knowledge - ANS-Build foundation and skill
- Provide education and training on CQI basics
- Need careful planning for both the order and extent of initial training
Top-down approach
Implementation - ANS-Decentralize ownership
All levels now beginning to become a part of the process
Set the organization up for success
- Start with relatively simple tasks
- Don't take on too many projects at once
- This step can foster confidence and demonstrate feasibility of the changes
Bottom-up approach
Integration - ANS-Establish way of doing business
Indicators of integration
- Constant focus on customers and customer satisfaction
- Staff readiness for change and process improvement
- Application of CQI concepts outside of designated CQI teams
- Shared belief for implementing change based on data instead of speculation
Bottom-up approach
building a CQI team - ANS-• Needs members that represent systems leadership,
technical expertise, day to day leadership
• Necessary to have an executive sponsor
, • Need a team leader, a facilitator, a scribe, timekeeper, other members
• Create ground rules for meetings
• Identify the project scope and boundaries
scope-creep - ANS-Approaching areas outside of project boundaries
group dynamics stages - ANS-Forming
Storming
Norming
Performing
Adjourning
Forming - ANS-honeymoon stage, individual roles and responsibilities not yet clear,
polite and positive
Storming - ANS-authorities begin to be challenged, tensions build, idea competition,
tension, confrontations, conflicts can occur, necessary for the team's growth
Norming - ANS-progress begins, team feeling more comfortable in sharing ideas and
receiving feedback, sometimes too much effort on avoiding conflict, devil's advocate
role to promote critical evaluation
Performing - ANS-team is functioning as a unit and is secure, efforts demonstrate
progress
Adjourning - ANS-goals are accomplished, team is disbanded
Principles essential to promoting quality of care - ANS-Leadership
Measurement
Reliability
Practitioner skills
the Marketplace
Leadership - ANS-influence change and encourage pride of ownership
Coping with change
ADKAR
- Awareness of need to change
- Desire to participate and support the change
- Knowledge of how to change
- Ability to implement the change
- Reinforcement to keep change in place
Measurement - ANS-look for measurement of process v. measurement of outcomes,
quality indicators
