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CHAPTER: 3THE MANAGER’STOOLBOXPRESENTED TO:Prof. K.V.S.S.N MurtyPRESENTED BY:Dr. Apurva SharmaDr. Satyam Kumar
FOCUS To introduce commonly used continuousimprovement and patient safety tools. To practice using continuous improvemen...
CONTINUOUSIMPROVEMENT TOOLSThese are of 4 types: Identifying customer and stakeholderexpectations Documenting a process...
Identifying customer needs Asking and observing. Focus groups. On the basis of literature.
Documenting a process Process flowchart Work flow diagram Lead- time analysis
Diagnosing the problem Fishbone diagram Check sheet Pareto diagram
Monitoring progress Run charts
PATIENT SAFETY TOOLS FMEA- Proactive Root cause analysis- investigative tool
CASE STUDY- FINDINGS After discharge, patient wrote letter to hospital. Laparoscopic surgery turned into open surgery. ...
DATA WE COLLECTED People participated- director of nursing, Q.AManager, nurse. Event occurred in NIGHT. Service impacte...
 controllable factors- if nurse can come on firstphone call, the outcome was little bit effected. Staff- staff is qualif...
Root Cause Analysis Fish bone diagram. Main causes-Policies & proceduresEquipments & resourcesPatient factorsWork en...
Root cause The Q.A Manager did not defined thepolicies for night shift staff. Q.A Manager is the root cause of theproble...
RECOMMENDATIONS Proper policies and procedures should bedefined by the Q.A Manager and NursingDirector. Standard operati...
THANK YOU!
The manager’s toolbox
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The manager’s toolbox

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The manager’s toolbox

  1. 1. CHAPTER: 3THE MANAGER’STOOLBOXPRESENTED TO:Prof. K.V.S.S.N MurtyPRESENTED BY:Dr. Apurva SharmaDr. Satyam Kumar
  2. 2. FOCUS To introduce commonly used continuousimprovement and patient safety tools. To practice using continuous improvement andpatient safety tools.
  3. 3. CONTINUOUSIMPROVEMENT TOOLSThese are of 4 types: Identifying customer and stakeholderexpectations Documenting a process Diagnosing the problem Monitoring progress
  4. 4. Identifying customer needs Asking and observing. Focus groups. On the basis of literature.
  5. 5. Documenting a process Process flowchart Work flow diagram Lead- time analysis
  6. 6. Diagnosing the problem Fishbone diagram Check sheet Pareto diagram
  7. 7. Monitoring progress Run charts
  8. 8. PATIENT SAFETY TOOLS FMEA- Proactive Root cause analysis- investigative tool
  9. 9. CASE STUDY- FINDINGS After discharge, patient wrote letter to hospital. Laparoscopic surgery turned into open surgery. Call bell was broken in night. Patient phoned to nursing station but no oneanswered. Certified nursing assistant (CNA) came. Call bell fixed, but electricity problem. Nurse asked patient to yell & left closing thedoor.
  10. 10. DATA WE COLLECTED People participated- director of nursing, Q.AManager, nurse. Event occurred in NIGHT. Service impacted- maintenance department,nursing department. Full services impacted- electrical dept. human factors were relevant to the event-ignorance equipment performance- because of call bellbroken, patient got dissatisfied with room.
  11. 11.  controllable factors- if nurse can come on firstphone call, the outcome was little bit effected. Staff- staff is qualified but proper indications notgiven
  12. 12. Root Cause Analysis Fish bone diagram. Main causes-Policies & proceduresEquipments & resourcesPatient factorsWork environmentCommunicationTask factorTeam factor
  13. 13. Root cause The Q.A Manager did not defined thepolicies for night shift staff. Q.A Manager is the root cause of theproblem but at the same time we cannotdeny that Nursing director also did notdefined SOP’s for nurses.
  14. 14. RECOMMENDATIONS Proper policies and procedures should bedefined by the Q.A Manager and NursingDirector. Standard operating procedures are set for allstaff in the hospital. Training program for nurses. Maintenance staff should be in night pluselectrical backup. Periodic checkup of all equipments in hospital.
  15. 15. THANK YOU!

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