Part 3 Performance Improvement Models

Question 1

FOCUS Model

Answer 1

F- Find the problem
O- Organize the team
C- Clarify the problem
U- Understand the problem
S- Select a solution

Question 2

(F) in FOCUS

Answer 2

Find the problem; identify a process to improve by using cause and effect

Question 3

(O) in FOCUS

Answer 3

Organize a team, establish objectives

Question 4

(C) in FOCUS

Answer 4

Clarify the problem; develop problem statement and break problem into sizable chunks that can be analyzed and solved more easily

Question 5

(U) in FOCUS

Answer 5

Understand the problem; what will bring the best outcome

Question 6

(S) in FOCUS

Answer 6

Select a solution; choose plan and viable option for solution

Question 7

PDSA model

Answer 7

Plan, Do, Study, and Act ; this model is often carried out with FOCUS model. Problem-solving model used to improve process or carry-out change

Question 8

(P) in PDSA

Answer 8

Plan: plan for change, determine how changes will be implemented, what will you measure

Question 9

(D) in PDSA

Answer 9

Do: implement possible intervention (as pilot study or small scale)

Question 10

(S) in PDSA

Answer 10

Study: determine impact of intervention, examine measures planned for

Question 11

(A) in PDSA

Answer 11

Act: reflect on plan, what are next steps

Question 12

(?) Company culture and attitude focused on improving processes (product) based on customer needs and satisfaction

Answer 12

TQM: total quality management

Question 13

With continuous improvement methods involving employees in all model, (?) treats employees and internal customers

Answer 13

TQM

Question 14

(?) measures compliance against certain necessary standards typically focused on individuals. IS DEFENSIVE

Answer 14

Quality Assurance

Question 15

(?): continuous improvement focused on processes and systems. IS PROACTIVE AND PREVENTATIVE IN NATURE

Answer 15

Quality Improvement

Question 16

IOM

Answer 16

Institute of Medicine Framework of Health Care Quality (Safe, Effective, Patient Centered, Timely, Efficient, Equitable)

Question 17

(?) Avoiding harm to patients from the care intended to help them

Answer 17

Safe

Question 18

(?) Providing service based on sci knowledge to all who can benefit and refraining from providing services to those who would not benefit

Answer 18

Effective

Question 19

(?) providing care that is respectful to individual pt preferences, needs, and values

Answer 19

Patient-centered

Question 20

(?) reducing waits and harmful delays to those who give and receive care

Answer 20

Timely

Question 21

(?) avoiding waste of equipment, energy, supplies, and ideas

Answer 21

Efficient

Question 22

(?) providing care that does not vary in quality because of personal characteristics (gender, ethnicity, socioeconomic)

Answer 22

Equitable

Question 23

CQI

Answer 23

Continuous Quality improvement
- identify problems
- Implement corrective action
- Study effectiveness of solution

Question 24

(?) Japanese word for continuous improvement or change for the better; involves ALL employees

Answer 24

Kaizen by Masaaki Imai in 1986. Kaizen is EVERYONE’s responsibility

Question 25

5 Principles of Kaizan

Answer 25

1- Know your customer 2- Let it flow 3- Go to Gemba (workplace) 4- Empower people 5- Be transparent

Question 26

Kaizen Change Model has 4 Principles

Answer 26

1- Daily Kaizen 2- Breakthrough Kaizen 3- Leaders Kaizen 4- Support Kaizen

Question 27

(?) change Gemba behaviors and culture

Answer 27

Daily Kaizen

Question 28

(?) to implement new paradigms and processes

Answer 28

Breakthrough Kaizen

Question 29

(?) to develop Kaizen leaders

Answer 29

Leaders Kaizen

Question 30

(?) build long term capability with steering and infrastructure to embed Kaizen culture

Answer 30

Support Kaizen

Question 31

FADE

Answer 31

Fade quality improvement Model or FADE performance model 1- consider system and processes 2- focus on patients 3- focus on being part of team 4- focus on data use

Question 32

(F) in FADE

Answer 32

Focus: select a problem, verify and define

Question 33

(A) in FADE

Answer 33

Anaylze: decide what need to know, collect data

Question 34

(D) in FADE

Answer 34

Develop: generate and select solution, develop plan

Question 35

(E) in FADE

Answer 35

Execute: execute plan and monitor impact

Question 36

RUMBA Model

Answer 36

Individualized model that you use as a manager to engage with your team. Reasonable, understandable, measurable, believable, achievable

Question 37

(?) have 2 components; bar graph with descending frequency of occurrence and line graph representing cumulative percentage of total occurrences

Answer 37

Pareto Chart

Question 38

Performance Improvement Models

Answer 38

FOCUS, PDSA, TQM, IOM, CQI, KAIZEN, FADE, RUMBA

Question 39

Project Management Tools

Answer 39

Pareto Chart, Pert Chart, Cause and Effect Diagram, Planning processes, Lean Six Sigma

Question 40

PERT chart

Answer 40

Program Evaluation Review Technique is a project management evaluation tool.

Question 41

(?) Used to schedule, organize, and coordinate tasks within a project

Answer 41

PERT chart

Question 42

Cause and Effect Diagram

Answer 42

Fishbone Diagram or Ishikawa Diagram (Kaoru Ishikawa)

Question 43

(?) diagrams can be used to identify problems for continuous quality improvement programs like the F step of the FOCUS model

Answer 43

Fishbone diagram. (+ reveal causes not obvious at first)

Question 44

Planning Processes

Answer 44

- Delphi method - Delbecq's nominal group technique - Charettes

Question 45

?: anonymous questionnaires to reduce range of responses from experts to arrive at a consensus

Answer 45

Delphi Method

Question 46

?: structured small-group discussions to reach a consensus. With moderator asking questions, members write ideas separately, and moderator group board

Answer 46

Delbecq nominal group technique

Question 47

?: collaborative planning processes harnessing talents of all interested parties. Results in master plan

Answer 47

Charrette

Question 48

?: a systematic approach to eliminate activities that dont add value to a process with goal of high quality and customer satisfavction (from Toyota production system)

Answer 48

Lean

Question 49

3 M's of Lean

Answer 49

Muda, Mura, Muri

Question 50

?- any activity that does not add value to a product or service, Jap word for waste

Answer 50

Muda (DOWNTIME)

Question 51

?: inconsistencies that result in production fluctuations

Answer 51

Mura

Question 52

DOWNTIME

Answer 52

d- defects o- overproduction w- waiting n- non-utlized talents t- transportation i- inventory m-motion e- extra processing

Question 53

?: occurance of dissatisifcation among ppl or unused resources

Answer 53

Muri (Muri leads to Muda)

Question 54

5 principles of LEAN

Answer 54

1) identify customer and their values 2) map value stream 3) create flow to the customer 4) establish pull based on customer demand 5) seek continuous improvement

Question 55

?: create effective processes, problem-solving methodology that uses data and DMAIC

Answer 55

Six sigma

Question 56

D of DMAIC

Answer 56

Define the problem and objectives

Question 57

M of DMAIC

Answer 57

Measure what needs to be improved

Question 58

A of DMAIC

Answer 58

Analyze the process and define factors of influence (pareto charts and Fishbone diagrams)

Question 59

I of DMAIC

Answer 59

Improve, identify and implement improvements (run simulations or pilot programs)

Question 60

C of DMAIC

Answer 60

Control; ensures that improvements will be sustaines

Question 61

?: combines waste-reduction goals with the problem-solving methodology of six sigma

Answer 61

Lean Six Sigma

Question 62

3 elements of Lean 6 Sigma

Answer 62

1- customers 2- processes 3- employees