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Five Deming Principles that Help Healthcare Process Improvement

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Dr. John Haughom explains 5 key Deming processes that can be applied to healthcare process improvement. These include 1) quality improvement as the science of process management, 2) if you cannot measure it, you cannot improve it, 3) managed care means managing the processes of care (not managing physicians and nurses), 4) the importance of the right data in the right format at the right time in the right hands, and 5) engaging the “smart cogs” of healthcare.

Published in: Health & Medicine

Five Deming Principles that Help Healthcare Process Improvement

  1. 1. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. © 2014 Health Catalyst www.healthcatalyst.com Proprietary. Feel free to share but we would appreciate a Health Catalyst citation. Five Deming Principles That Help Healthcare Process Improvement By John Haughom, MD
  2. 2. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Quality improvement is the science of process management 2 Deming’s quality control methods based on one simple concept – Quality improvement is really about process management. Pareto’s principle says improving 20% of ongoing processes will impact the overall system by 80%. Top Five DEMING PRINCIPLES 1
  3. 3. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. If you cannot measure it… you cannot improve it. 3 Meaningful quality improvement must be data-driven. Top Five DEMING PRINCIPLES 2 ’’ In God we trust…and all others must bring data. – William Edwards Deming
  4. 4. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Managed care means managing the processes of care, not managing physicians and nurses 4 Engage clinicians in the process because they understand the care delivery process and are best equipped to figure out how to improve the process of care over time. . Top Five DEMING PRINCIPLES 3
  5. 5. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. The right data in the right format at the right time in the right hands 5 If clinicians are going to manage care, they need the right data delivered in the right format at the right time and in the right place. And delivered into the right hands, they can operate and improve any given process of care. Top Five DEMING PRINCIPLES 4
  6. 6. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Engaging the “smart cogs” of healthcare 6 To use Deming’s term, clinicians are healthcare’s “smart cogs.” They are the frontline workers who understand and own the processes of care. Our healthcare clinicians are extraordinarily committed, very intelligent, and highly educated. Top Five DEMING PRINCIPLES 5
  7. 7. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Are Physicians Willing to Change? 7 A physician leader wrote in a recent email that his staff of physicians were , “historically encumbered and demoralized.” The statement reveals the problem and points us to the solution. 84% Willing 16% Unwilling Physician Willingness to Change Source: McKinsey Physician Survey, 2011 Applying Deming principles to healthcare can show • why change is necessary • how to participate in meaningful change • what success will ultimately look like. Read more about the best way to measure clinical quality improvement projects or see the way to overcome clinical data problems.
  8. 8. © 2014 Health Catalyst www.healthcatalyst.comProprietary. Feel free to share but we would appreciate a Health Catalyst citation. Other Clinical Quality Improvement Resources Click to read additional information at www.healthcatalyst.com John Haughom, MD is an experienced healthcare executive with proven expertise in technology-enabled innovation, developing results-oriented strategic plans, leading multifaceted organization-wide change, and directing complex operations. He has a strong record of turning vision into effective strategies and successfully implementing initiatives resulting in value including higher quality, safer care at the lowest possible cost. His broad knowledge of healthcare and emerging healthcare technologies is coupled with his recognized leadership abilities, strong communication skills, and demonstrated ability to contribute to organizational goals such as improved clinical outcomes, lower costs, improved access to care, and increased profitability. After practicing for 15 years as an internist and gastroenterologist, Dr. Haughom assumed a senior executive role with responsibilities for system-wide automation, budgeting, customer support, database administration, healthcare delivery, information technology, quality control, research, safety, and strategic planning. Dr. Haughom became President and CEO of a firm focused on health care transformation through consulting, strategic planning, mentoring inexperienced physician leaders, involvement in regional and national reform movements, membership on boards of leading edge organizations committed to improving the value of healthcare, and partnership with other like-minded organizations with similar aspirations and goals. As Senior Vice President of Clinical Quality and Patient Safety for the premiere health care system in the Northwest spanning three states (Oregon, Washington and Alaska), Dr. Haughom developed and implemented a system-wide quality improvement strategy, comprehensive patient safety plan, and comprehensive system-wide information technology strategy.

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