This document summarizes three quality improvement projects at Al-Ahsa Hospital's CQI Department:
1. The Emergency Room project aimed to reduce boarding times over 3 hours by redesigning the ER structure and adding beds. After expansion, waiting times decreased by half.
2. The Troponin I project implemented point-of-care testing in the ER to reduce turnaround times for troponin results to under 1 hour as required. Technicians were trained to prioritize troponin samples.
3. The Fall Prevention project identified issues with risk assessment tools and a lack of clear interventions. A new comprehensive program was implemented using the Johns Hopkins Fall Risk Assessment Tool along with staff education and equipment check
Internal Disaster Preparedness and Management in HospitalsLallu Joseph
This presentation deals on the following
1. Disaster definition- Internal and external
2. Learning from Disasters- Case Studies- AMRI, Chennai Floods
3. Four phases of emergency management
5. Risk assessment
6. 5 steps of emergency preparedness
7. Emergency management and evacuation plan for hospitals
8. Mock drills and how to conduct them
9. Table top exercises
Internal Disaster Preparedness and Management in HospitalsLallu Joseph
This presentation deals on the following
1. Disaster definition- Internal and external
2. Learning from Disasters- Case Studies- AMRI, Chennai Floods
3. Four phases of emergency management
5. Risk assessment
6. 5 steps of emergency preparedness
7. Emergency management and evacuation plan for hospitals
8. Mock drills and how to conduct them
9. Table top exercises
Quality improvement is important in ensuring continuous development in service delivery, design or staff education hence a continuous improvement in patient outcome. Patient satisfaction begins in the ED, service delivery in the ED should be exemplary to ensure a better reputation for the hospital in the community and among patients. Quality improvement in the ED will improve patients’ outcomes, the process of care and reduce mortality due to ED delay.
code is emergency work to be carried out .Code Blue means someone is experiencing a life-threatening medical emergency, typically an adult. It often means cardiac arrest or respiratory failure. All staff members near the location of the code may need to go to the patient.
Creating a culture of continuous improvement requires having an AIM or knowing exactly what the organization is striving for.
This means the entire organization should understand the concept of excellence and continually look for ways to do things better and more efficiently, resulting in higher levels of effectiveness.
When everyone understands the aim of excellence, there’s a synergy to achieve that objective. Excellence doesn’t just happen; it’s intentional!
To achieve excellence, you need a systematic approach to improvement initiatives that result in positive change for the organization.
Quality improvement is important in ensuring continuous development in service delivery, design or staff education hence a continuous improvement in patient outcome. Patient satisfaction begins in the ED, service delivery in the ED should be exemplary to ensure a better reputation for the hospital in the community and among patients. Quality improvement in the ED will improve patients’ outcomes, the process of care and reduce mortality due to ED delay.
code is emergency work to be carried out .Code Blue means someone is experiencing a life-threatening medical emergency, typically an adult. It often means cardiac arrest or respiratory failure. All staff members near the location of the code may need to go to the patient.
Creating a culture of continuous improvement requires having an AIM or knowing exactly what the organization is striving for.
This means the entire organization should understand the concept of excellence and continually look for ways to do things better and more efficiently, resulting in higher levels of effectiveness.
When everyone understands the aim of excellence, there’s a synergy to achieve that objective. Excellence doesn’t just happen; it’s intentional!
To achieve excellence, you need a systematic approach to improvement initiatives that result in positive change for the organization.
This month's community call is part two in a series on Clinical Transformation. The presentations will highlight how Clinical Transformation affects outcomes AND the bottom-line of health care organizations. The presentation will provide a proof point on how Clinical Transformation has a direct Return on Investment (ROI) for both the patient and the provider organization.
This topic is both clinical and administrative in nature and will likely be useful to physicians, nurses and others interested in outcomes, as well as health care CIOs, CFOs and administrators.
Please feel free to forward this invitation to any colleagues or associates who you believe would find this topic of interest or would like to participate in the discussion.
What: Clinical Transformation (Part II)
- Clinical Transformation
- a Blueprint
- in Practice
- Transformation Working Group Update
- Review of status
- Framework for Planning
- Discussion
- Open Project Updates
- OpenVista/GT.M Integration
- CCD/CCR collaboration
- Medsphere.org: Tip of the month
When: March 26, 12:30 - 2pm Pacific
Where: Dial-in: (888) 346-3950 // Participant Code: 1302465
Web conference: http://www.medsphere.com/infinite/
===
The community calls are listed on the Medsphere.org event calendar (http://medsphere.org/community-events/) and we will update each month's call as the agenda is solidified.
Details and Recording available here: http://medsphere.org/blogs/events/2009/03/26/community-call-march-2009
This is a study case in all the photosthe SIPOC diagram bel.pdfjkcs20004
This is a study case in all the photos
the SIPOC diagram bellow is incomplete and wrong I need to fix it
Perfect Match TEAM APPLIES n January 2008, the University of Toledo Medical Center
(UTMC) in northwest Ohio collaborated with the University of Toledo's Industrial SIX SIGMA
TO Engineering Department to analyze and improve the preoperational processes for patients
undergoing kidney transplants. Six Sigma was applied to the REDUCE TIME project, and the
following goals were established: IT TAKES TO - Optimize cycle times. QUALIFY PATIENTS
- Enhance customer satisfaction. - Improve efficiencies. FOR KIDNEY - Reduce costs.
TRANSPLANTS - Streamline administrative processes. - Eliminate errors. - Improve protocol
execution and effectiveness. The project's primary metric was the number of days required from
the date a patient was referred to UTMC for a kidney transplant to the date the hospital staff
declared the patient a suitable transplant candidate. The research By Matthew was needed and
the project selected because of an increase in the number of Franchetti and year because of the
increased service area for UTMC. Because of a waiting list of nearly 500 patients, it was
determined a reduced cycle time would save lives. Kyle Bedal, Background and terminology
University of For more than 30 years, UTMC has performed adult and pediatric kidney Toledo
transplants as one of the treatment options for end-stage renal disease. Since UTMC's first
kidney transplant operation in 1972, more than 1,500 kidney transplant operations have been
performed there, with an average patient survival rate of 98% and a graft survival rate of 94%.
The program relies on advanced surgical techniques-including laparoscopic kidney donation,
improved anti-rejection medications and high-quality patient care-to make it one of the most
successful programs in the country. There are a number of steps patients must complete before
receiving a kidney transplant. Generally, the patient must be referred to a medical center and
complete required labs and tests to determine if he or she is suitable. The labs and tests are
usually similar among all transplant centers and among patients. The labs include tuberculosis
(TB) tests, dental clearance, a colonoscopy, chest X-rays, electrocardiography tests, stool
samples, blood work, mammograms, pap smears and diabetes tests. Once the patient fulfills the
requirements, a committee reviews the results and determines whether the patient is a good
candidate. The patient is then allowed to receive a kidney; this is called being "listed," or placed
on the waiting list.
Fil TB EK Often, the time required to complete these health Partnering With Your Transplant
Team, The Patient's Guide screenings is up to nine months. In addition, another to
Transplantation. 2 two years may pass after the patient is listed before a The team deployed the
define, measure, analyze, kidney transplant is performed. improve and control (DMAIC)
approach for this Six It is.
2. Objective
• To discuss Emergency Room (ER) Project
• To discuss Troponin I project
• To discuss Prevent Falling Down Project
CQI Department 2
3. Emergency Room (ER) Project
• The overall goal of the project was to compose health care in ER fit with
hospital mission and vision.
• FOCUS PDCA has been adapted to improve health care in ER.
4. CQI Department
4
Find
• problem in ER mostly related delaying in health care provided in ER
which is directly increases the boarding time more than 3 hours.
5. CQI Departemnt 5
Organize
• Organized team was being formed in ordered to review the process and
identify the reason of delaying
6.
7. Clarify
• Clarifying existed problem by comparing the expected outcome with actual
performance.
CQI Departemnt 7
9. Understanding
• study conducted over one month to evaluate the waiting time and summarize
the problems in ER as well validated data.
CQI Departemnt 9
11. Selecting
• To prioritize the performance improvement in ER, we matched the
problem with priority matrix of indicators.
• 1. Minimize rate of patients wait more than 3 hours
• 2. Reporting urgent and emergent lab and radiology result
• 3. Adherence to policy triage cases and physician documentation.
12. PLAN
• The overall goal of the project was to compose health care fit hospital
mission and vision.
• to reform ER structure and extend number of beds.
CQI Departemnt 12
13. DO
Supportive services director was responsible to achieve the objective.
Redesign ER structure to fit the extension number of beds.
4 beds were added to be totally 11 beds.
Also pediatric clinic is opened in ER at time off OPDs
CQI Departemnt 13
14. CHECK
• After expansion, the waiting time indicator showed decrease in percentage
to the half. For instance, in January and February the percentage of
waiting time indicator was 6.6 and 7.39, respectively.
• Regarding patient complain, it showed decrease in 1st quarter in 2016
comparing with 4th quarter 2015.
CQI Departemnt 14
15. Act
• The project has been already finished
• It is under monitoring
16. Point of Care-Troponin I
Find
• Data obtained from CAREWARE system showed that turnaround time was
more than 1 hour for patient coming to ER.
CQI Departemnt 16
17. Organize
• The team involved from head of LAB, ER, head nurse, supportive
maintenance, and CQI.
CQI Departemnt 17
18. Clarifying
• existed problem by comparing the expected outcome for TAT with actual
performance
• The expected outcome should match hospital policy to reflect hospital vision
and mission. According to hospital policy (LAB-QM-POST-7), the expected
TAT is 1 hour.
CQI Departemnt 18
20. Understanding
• Collected specimens were sent to lab without prioritizing Troponin I. In lab,
the technician did not know which sample should be prioritize as it is
emergent.
CQI Departemnt 20
21. CQI Departemnt 21
PLAN
• The overall goal of the project was to compose health care fit hospital
mission and vision.
• Objective: to avoid delay in result and to report panic value within 1 hour for
troponin
22. DO
CQI Departemnt 22
• In the literature, the easiest method is applying Point of Care (POC) in EMS
to avoid result delaying. For instance, study showed that the result of
troponin was available on average in 15 versus 83 minutes for the laboratory
result
(A.J., J., J., & J., 2005).
23. • Supportive maintenance was responsible to provide POC kit.
• Head of laboratory revised POC policy.
• Lab technician will educate ER nursing staff how to use the kit.
CQI Departemnt 23
24. prevent Fall Down Project
CQI Departemnt 24
To do a comprehensive assessment for all patient admitted
To prevent patient fall during hospitalization
Improvement done using FOCUS PDCA.
• Find
• Received OVR Monthly regarding patient fall down, and this is against
target indicator.
• should be no incidence as it is one of international patient safety goal.
26. Organized team.
CQI director
Risk mngt & PT coordinator
ICU head nurse
ECU head nurse
Nursing Educator
Radiology supervisor
Physiotherapy supervisor
CQI Departemnt 26
27. Clarifying
• Morse Scale was revised carefully.
• There was error in printed scale which mean the result scale for patient at
high risk for fall will be low risk and vice versa.
• Morse scale lacking assessment for change in elimination status which is
the most reason leading for fall.
CQI Departemnt 27
29. • In pediatric scale; error in printing humpty dumpty scale.
• There is no process to check equipment may cause fall for reason such as
wheel chair, IV stand, or beds.
• Medications may cause fall integrated in the Morse scale without
sensitivity consideration.
CQI Departemnt 29
30. Understanding
• Lack proper Assessment as well no clear intervention to prevent fall is the
major cause of fall in the hospital.
CQI Departemnt 30
31. PLAN
To Implement valid fall assessment tool
To implement comprehensive fall prevention program involving
intervention
CQI Departemnt 31
32. DO
Fall prevention policy completely changed to new comprehensive program.
Assessment tool was changed from Morse scale to Johns Hopkins Fall risk
Assessment Tool (JHFRAT). (CQI Director).
Educate the staff how to implement JHFRAT (Nursing educator)
Set comprehensive intervention for scale (Head nurses).
Prepare checklist for equipment checking (OPD head nurse)
Check equipment either daily or weekly (Nurses and end users).
CQI Departemnt 32
Why this is important lecture, well, at first you know that after 2 month we will face JCI. So, one of the question may ask you is, tell me about 1 project in hospital. Or tell me about your departmental project.
So, thru this presentation, you will know what is hospital project as well you will learn how to do project in your department.
Mainly, thru this lecture we will present 3 project in the hospital.
The hospital mission emphasize the commitment hospital to improve quality by providing excellent preventive and curative medical service to patients through adopting national and international standards.
FOCUS-PDCA it is a simple, logical, and systematic approach to accomplish incremental improvement of an existing process, or to redesign an existing process or design an essentially new process or in problem solving.
And this is against hospital policy. In particular policy #EMS.2 “Holding patient for observation” according to this policy it is clearly stated that observation hours for patient in ER should not exceed 3 hours.
from head of ER, head nurse, supportive maintenance, administrative, and CQI.
- The purpose of project explained in detail to members. They enhanced to be logical, creative, and empowered to make contribution.
Each member has a unique role in the project. For example: the role of head nurse was to provide Data regarding the total number of patient have visited ER per month. Supportive maintenance restructures the design of ER. CQI represent facilitate the team member requirement.
The expected outcome should match hospital policy to reflect hospital vision and mission.
This graph shows the percentage of patient waited time exceeded 3 hours.
- submitted data by the ER head nurse.
Reviewing the trend of visiting ER showed increasing numbers of patient from month to month.
increasing number of patients visit ER at the same time the availability of beds just 7 beds definitely that will impact waiting time.
And Increasing in waiting time definitely will impact other aspect of health care.
For instance, starting from triage room, we found non-adhere to hospital policy in triaging patient. Non-adherence to policy could be result from increasing patients’ numbers coming to ER. Deficiency in physician’s note was significant in triage form. Moreover, our study showed that delay in urgent and emergent lab result as well radiology report
As I mentioned before the goal of this projects was……………..
And to achieve this goal we set our objective which is ………………………..
Second project conducted based on data from ER study and also , it was received 3 OVRs for delaying to release + Troponin I result. One of these OVRs, patient signed DAMA and discharged without treatment which mean it is affect patient safety.
Exceed more than 1 hours indicates that delay in proper intervention could impact lifesaving.
chart shows the percentage of sample taken duration more than 1 hour to release the result.
Under this circumstance, delay to analyze the result definitely will delay of releasing result and that will impact patient safety, in particular for urgent and emergent patient.
Point of care is small machine through it you can test troponin beside the patient, it is almost the same process of taken Glucocheck
All members were responsible to achieve the objective and each member has unique role.
As you see in this figure, the number of fall higher than expected
The scale which used to assess the patient was revised carefully.