Clean Hands - Safe Hands:
OUR EXLUSIVE HAND HYGIENE IMPROVEMENT PROCESS There’s no question that hospital-acquired infections (HAIs) are a challenge for medical facilities. All major agencies agree that proper hand hygiene is the cornerstone of infection control.
Doubled or tripled hand hygiene performance rates Reduced HAIs by 75% Dropped C. diff infections by 80% in two facilities
Provided a net savings of over $1M per facility
and most importantly, saved lives.
Lean Facility Design as an Agent of Organizational Change for the Future of H...The Neenan Company
Presented on April 16, 2011 at the 2011 American Medical Group Management (AMGA) Annual Conference in Washington, DC
Presenters:
Dr. Randall Huss, President, Mercy St. John's Clinic - Rolla Division
Gerald Dowdy, Vice President, Mercy St. John's Clinic - Rolla Division
Whitney Churchill, AIA, Architect, The Neenan Company
Dan Garofalo, Vice President Business Development, The Neenan Company
Using the acclaimed and highly innovative St. John's Clinic - Rolla facility as the kick-off for discussion, the presenters described how the Lean facility design served to drive Lean process improvement and a new model of patient-centered care. Presenters provided one-and-half-year follow-up data, including voice of the customer surveys, patient satisfaction, call center metrics, provider feedback, and lessons learned. An emerging national trend in healthcare organizations utilizing Lean facility design, as well as results that can be obtained, was discussed.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. John’s Clinic – Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. John’s Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Lean Facility Design as an Agent of Organizational Change for the Future of H...The Neenan Company
Presented on April 16, 2011 at the 2011 American Medical Group Management (AMGA) Annual Conference in Washington, DC
Presenters:
Dr. Randall Huss, President, Mercy St. John's Clinic - Rolla Division
Gerald Dowdy, Vice President, Mercy St. John's Clinic - Rolla Division
Whitney Churchill, AIA, Architect, The Neenan Company
Dan Garofalo, Vice President Business Development, The Neenan Company
Using the acclaimed and highly innovative St. John's Clinic - Rolla facility as the kick-off for discussion, the presenters described how the Lean facility design served to drive Lean process improvement and a new model of patient-centered care. Presenters provided one-and-half-year follow-up data, including voice of the customer surveys, patient satisfaction, call center metrics, provider feedback, and lessons learned. An emerging national trend in healthcare organizations utilizing Lean facility design, as well as results that can be obtained, was discussed.
Ambulatory Health Care Facility of the Future: Integrating Lean Workflow Rede...The Neenan Company
For more information, go to http://neenan.com or call 970.493.8747
As presented on March 19, 2010 at the 2010 AMGA Annual Conference
Presented by: Randall Huss, M.D., President, and Gerald Dowdy, VP Operations, St. John’s Clinic – Rolla Division; and Miguel Burbano de Lara, AIA, NCARB, Senior VP Healthcare, The Neenan Company
When faced with the opportunity of designing a new ambulatory facility to house a multi-specialty clinic practice, ASC and other outpatient services to be completed a year after implementation of their EHR, the St. John’s Clinic-Rolla team partnered with a progressive architectural team, The Neenan Company, to design and build a facility around the new electronic workflows. They integrated Lean workflow redesign and Lean facility design elements to achieve a facility capable of supporting the digital, paperless ambulatory practice of the future.
Assignment 2Just Clean your hands”BackgroundYou are .docxursabrooks36447
Assignment 2
“Just Clean your hands”
Background
You are
UWO coop placement student
Making recs for plan of action
Hospital administrators will have ultimate approval
Audience (identify initial, primary, and secondary)
LHSC – London Health Science Centre (hospitals in this region)
Sarah Noble – your supervisor – will review
Student Nurses and Volunteers
The U.S. Centers for Disease Control and Prevention: “The single most important means of preventing the spread of infection”
Program in place since 2007 to deal with
HAI – health-care associated Infections
Antibiotic-resistant organisms
Compliance: 2008-2010
Progress, but need for improvement
Varying compliance rates
1. Moments (steps)
2. Groups (occupations)
See stats – they tell a story (what is it?)
Situation
LHSC = University, Victoria, and South Street Hospitals
14,295 employees
Potential contact w/patients
Doctors, Dentists, Midwives
Hospital employees: nurses, medical students, other students
Volunteers
Visitors
See longer list
Compliance Definition
When to Clean Hands – Four Moments
Moment 1 – before contact
Moment 2 – before aseptic procedures
Moment 3 – after body fluid exposure
Moment 4 – after contact w/patient or with her/his enviro
See How – methods, duration for target audience
See Rates of compliance for target audience
Non-compliance – the “Unexpected and troubling”
20-30% non-compliance
Data collected though direct observation
i.e. being observed did not prompt compliance
Variances b/w and among
Physicians, nurses, others (housekeeping, dieticians, therapists)
Varying rates compliance w/specific moments
i.e. partial compliance: how do you raise compliance?
Common Ground & Challenges
Common Ground
Who would disagree that washing saves lives, recovery time, etc.?
Logic – likely no objections to the …
science
argument
Challenges
Meeting ON Ministry of Health and Long Term Care targets
Organizational behaviour
Identified Obstacles: how to overcome?
Washing dozens times/day = time constraints & dry skin/irritation
Location sinks dispensers inconvenient
Fear of speaking out
Religion and alcohol based rubs
Visitors unaware protocols
Discipline – no consequences
Subcultures and attitudes
Habit/perception
Consider
Carrot or stick?
Incentives & rewards vs negative consequences
Disincentives
Can impediments be removed? For which groups?
Are changes expensive?
Is tracking chip really a good idea?
Study admits that compliance did not improve even when participants knew they were observed
Nurses did comply more than others – what are the real obstacles for them?
Volunteers – how would it work?
Plan and constraints
Plan – how to increase compliance?
Incentives?
Consequences?
Who monitors and how?
Compliance-checking chip?
Fixed budget: what is it?
Remember
Scope of your task is limited to
Info in the case study
Your aim to inform and persuade
Inform Noble of key facts & issues
Persuade supervisor of info/arguments most relevant to Primary audience
U.
Improving capacity and quality can help future ready your programGenpact Ltd
The last four decades have seen survival rates for most major cancers markedly improve even as incidence rates have climbed. Such progress is widely attributed to an increased focus on early detection and intervention, particularly with cancers deemed highly “curable” if detected early. Also, many more end-stage cancers today are being rendered manageable for years or even decades, where previous generations of patients with similar diagnoses were given significantly shorter prognoses. With this success comes a host of new needs, mainly in the form of capacity and quality. Timely, affordable, quality care is the great challenge ahead. If this challenge is to be adequately met, community cancer centers need to play a greater role than ever.
There are many missed opportunities for revenue retention in today’s healthcare call centers. Would you like to increase your captured revenue. We highlight a $25M case study.
Engage Front-line Care Team Using Clinical Audit Checklists iCareQuality.us
The culture of patient safety, quality, and transparency is central to improving care delivery at the organization and industry level. Implementing a sustainable frontline solution like quality checklists will require new leadership, innovative thinking, applications of human factor engineering, and patient voices who demand better. We need to reward staff engagement and quality patient safety efforts which can translate into better patient outcomes. CCG, PSO developed a Clinical Audit Checklist program that can support a culture of transparency and accountability, thereby reducing healthcare costs and delivering positive patient outcomes. Together, we can make continuous daily improvement a standard practice at the hospital and system level. Patients are counting on us to make care delivery safer today for a better patient experience tomorrow.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Assignment 2Just Clean your hands”BackgroundYou are .docxursabrooks36447
Assignment 2
“Just Clean your hands”
Background
You are
UWO coop placement student
Making recs for plan of action
Hospital administrators will have ultimate approval
Audience (identify initial, primary, and secondary)
LHSC – London Health Science Centre (hospitals in this region)
Sarah Noble – your supervisor – will review
Student Nurses and Volunteers
The U.S. Centers for Disease Control and Prevention: “The single most important means of preventing the spread of infection”
Program in place since 2007 to deal with
HAI – health-care associated Infections
Antibiotic-resistant organisms
Compliance: 2008-2010
Progress, but need for improvement
Varying compliance rates
1. Moments (steps)
2. Groups (occupations)
See stats – they tell a story (what is it?)
Situation
LHSC = University, Victoria, and South Street Hospitals
14,295 employees
Potential contact w/patients
Doctors, Dentists, Midwives
Hospital employees: nurses, medical students, other students
Volunteers
Visitors
See longer list
Compliance Definition
When to Clean Hands – Four Moments
Moment 1 – before contact
Moment 2 – before aseptic procedures
Moment 3 – after body fluid exposure
Moment 4 – after contact w/patient or with her/his enviro
See How – methods, duration for target audience
See Rates of compliance for target audience
Non-compliance – the “Unexpected and troubling”
20-30% non-compliance
Data collected though direct observation
i.e. being observed did not prompt compliance
Variances b/w and among
Physicians, nurses, others (housekeeping, dieticians, therapists)
Varying rates compliance w/specific moments
i.e. partial compliance: how do you raise compliance?
Common Ground & Challenges
Common Ground
Who would disagree that washing saves lives, recovery time, etc.?
Logic – likely no objections to the …
science
argument
Challenges
Meeting ON Ministry of Health and Long Term Care targets
Organizational behaviour
Identified Obstacles: how to overcome?
Washing dozens times/day = time constraints & dry skin/irritation
Location sinks dispensers inconvenient
Fear of speaking out
Religion and alcohol based rubs
Visitors unaware protocols
Discipline – no consequences
Subcultures and attitudes
Habit/perception
Consider
Carrot or stick?
Incentives & rewards vs negative consequences
Disincentives
Can impediments be removed? For which groups?
Are changes expensive?
Is tracking chip really a good idea?
Study admits that compliance did not improve even when participants knew they were observed
Nurses did comply more than others – what are the real obstacles for them?
Volunteers – how would it work?
Plan and constraints
Plan – how to increase compliance?
Incentives?
Consequences?
Who monitors and how?
Compliance-checking chip?
Fixed budget: what is it?
Remember
Scope of your task is limited to
Info in the case study
Your aim to inform and persuade
Inform Noble of key facts & issues
Persuade supervisor of info/arguments most relevant to Primary audience
U.
Improving capacity and quality can help future ready your programGenpact Ltd
The last four decades have seen survival rates for most major cancers markedly improve even as incidence rates have climbed. Such progress is widely attributed to an increased focus on early detection and intervention, particularly with cancers deemed highly “curable” if detected early. Also, many more end-stage cancers today are being rendered manageable for years or even decades, where previous generations of patients with similar diagnoses were given significantly shorter prognoses. With this success comes a host of new needs, mainly in the form of capacity and quality. Timely, affordable, quality care is the great challenge ahead. If this challenge is to be adequately met, community cancer centers need to play a greater role than ever.
There are many missed opportunities for revenue retention in today’s healthcare call centers. Would you like to increase your captured revenue. We highlight a $25M case study.
Engage Front-line Care Team Using Clinical Audit Checklists iCareQuality.us
The culture of patient safety, quality, and transparency is central to improving care delivery at the organization and industry level. Implementing a sustainable frontline solution like quality checklists will require new leadership, innovative thinking, applications of human factor engineering, and patient voices who demand better. We need to reward staff engagement and quality patient safety efforts which can translate into better patient outcomes. CCG, PSO developed a Clinical Audit Checklist program that can support a culture of transparency and accountability, thereby reducing healthcare costs and delivering positive patient outcomes. Together, we can make continuous daily improvement a standard practice at the hospital and system level. Patients are counting on us to make care delivery safer today for a better patient experience tomorrow.
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdf
Our Hand Hygiene Improvement Process Has Cut HAIs by 75% in 6 Months
1. 1
Our Hand Hygiene Improvement Process
Has Cut HAIs by 75% in 6 Months
AND…HAND HYGIENE PERFORMANCE RATES TYPICALLY DOUBLE OR MORE
There’s no question that hospital-acquired infections (HAIs) are a challenge for
medical facilities. All major agencies agree that proper hand hygiene is the
cornerstone of infection control. But how can you improve your hospital’s hand
hygiene?
Clean Hands - Safe Hands™ uses a systematic, six phase process that leverages
technology to drive behavioral change and deliver value to hospitals along the journey
to HAI reduction. It has more than doubled hand hygiene performance rates in many
hospitals across the country. More importantly, it has reduced HAIs by 75%. And in two
particular facilities, C. diff infections alone dropped by 80%, representing a net savings
of over $1M per facility.
HOW DOES THE PROCESS WORK? LET’S DIVE IN.
2. 2
PHASE 1: SETTING THE FOUNDATION
Key Theme: Direct observation doesn’t work. It was, at one point, considered the gold
standard in hand hygiene monitoring, but multiple studies have shown that direct
observation can overstate compliance rates by up to 300%.1
Electronic monitoring
systems come much closer to capturing every hand hygiene opportunity.
What Happens During This Phase: Our technology is installed and quietly gathers
data in the background to accurately set a baseline of your facility’s true hand hygiene
performance. The data collected during this time period also provides a detailed look
into the staff’s current workflows and timings, which we use to tailor technology to each
unit’s specific processes and patient needs.
This chart shows what hand hygiene performance
rates typically look like during Phase 1:
1
http://www.ehcohealth.org/category/the-evidence/
3. 3
PHASE 2: LISTEN & RESPOND
Key Theme: Real-time feedback is critical in changing clinician behavior. “Gotcha”
systems that only serve to catch unwanted behavior are negative and punitive. What’s
far more helpful – and more acceptable to clinicians – are systems that offer a gentle
reminder to clean their hands at appropriate times. Clinicians find that a human voice
is most effective in getting their attention, while beeps or lights annoy staff and lead to
alarm fatigue.
What Happens During This Phase: Our Natural Language Voice Reminder™ is turned
on. If a clinician fails to clean their hands when entering or exiting a patient room, a
gentle voice tells them to “Please sanitize” (exact wording can be customized by the
facility). The voice only sounds when a provider forgets to perform hand hygiene in
accordance with the hospital’s policies. If a clinician questions why they’re hearing a
voice during a particular instance, this is an important opportunity to educate them on
hospital policies.
This chart shows what hand hygiene performance
rates typically look like during Phase 2:
4. 4
PHASE 3: TEAM ENGAGEMENT
Key Theme: Most hospitals want to build a culture of proactive HAI prevention…a
positive culture of continuous improvement. Hand hygiene can be fun! And
gamification combined with positive reinforcement is an effective tool to impact
behavior change. Through contests, games and prizes, improving hand hygiene can
be done with the proverbial “carrot” rather than the “stick.”
What Happens During This Phase: As buy-in grows, we work with unit leadership to
select hand hygiene champions who will help build engagement and promote the
program internally. Competitions and incentives that positively reward teams (shifts,
units, or roles) are effective in building engagement with the system and driving hand
hygiene performance even higher.
This chart shows what hand hygiene performance
rates typically look like during Phase 3:
5. 5
PHASE 4: CHALLENGE YOURSELF
Key Theme: While it’s fun to compete against each other, it’s even more important to
take a “personal best” approach and compete against oneself. Since the Clean Hands
– Safe Hands™ system identifies individual hand hygiene performance, it’s easy for
every clinician to improve every day. Think of our technology as a fitness tracker for
hand hygiene.
What Happens During This Phase: Competitions and recognition shift from group-
based to individual-focused. During this phase, we talk with the top performers to
uncover their “secrets to success” and use their feedback to help other staff members
in the next phase. This not only allows us to work with specific individuals to improve
habits that are affecting group performance, but we also work with you to instill best
practices in your daily operations across all staff members and units.
This chart shows what hand hygiene performance
rates typically look like during Phase 4:
6. 6
PHASE 5: WORKFLOW PROCESS ENHANCEMENT
Key Theme: While hand hygiene is a simple concept, the clinical realities are very
complex. Sometimes hand hygiene problems are caused by clinicians that need
further education, but there can be many other causes too. Maybe they’ve got too
many patients and are rushing between rooms and forgetting to clean their hands
every time. Or maybe the way the room is set up – or where supplies are kept outside
the room – is hindering their ability to perform proper hand hygiene.
What Happens During This Phase: We leverage the effort we have put into improving
the performance of most of the clinicians and identify a small, manageable subset of
people who need a little extra help. The data our system collects identifies workflow
challenges and educational gaps to performance improvement and provides insights
into how to overcome these challenges. We work with you on workflow analytics to find
ways for your clinicians to be more efficient.
This chart shows what hand hygiene performance
rates typically look like during Phase 5:
7. 7
PHASE 6: HIGH RISK PATIENT INTERVENTION
Key Theme: Not all hand hygiene opportunities are created equally. It’s effective to
have a voice reminding clinicians to “Please sanitize” in most hospital rooms. But for
patients with C. diff, most hospitals expect clinicians to wash their hands with soap
when leaving the room. Our Adaptive Room Modes™ allow you to change the voice in
C. diff rooms to “Soap and water only” and no longer give credit for using sanitizer.
What Happens During This Phase: We’re able to analyze hand hygiene performance
rates for rooms with specific organisms (C. diff, MRSA, MDROs, etc.). We pinpoint
problem areas here, and use tools from earlier phases to target improvement for
specific organisms or patient situations that may need extra attention.
This chart shows what hand hygiene performance
rates typically look like during Phase 6: