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Home > Quality Improvement
101 Tools for Improving Health Care Performance
101 Tools for Improving Health Care Performance
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Description

Improvements don’t “just happen.” They are guided by quality professionals who know how to motivate people and direct the efforts. 101 Tools for Improving Health Care Performance is a toolbox of interventions that will help you accelerate positive change in your organization. The experienced authors provide the field-tested tools you need to handle a host of performance issues. Don't worry about how to face improvement challenges in your organization. Just grab your toolbox and go! This book has the interventions you need to be successful.

Table of Contents

Introduction

Section 1: Performance Measurement and Assessment

  1. Advancing Performance Excellence
  2. Blueprint for an Outcomes Management Study
  3. Creating Performance Report Cards
  4. Do You Have Good Performance Measures
  5. Do Your Core Values Support Performance Excellence?
  6. Evaluating Your Metrics
  7. How to Create a Valuable Balanced Scorecard
  8. Improve Measurement Data Collection Strategies
  9. Learn from Patient Cycle Times
  10. Performance Measurement Plan
  11. Physician Profiles
  12. Reacting to Performance Data
  13. Time-Value Chart
  14. Visioning Statement and Gap Analysis

    Section 2: Performance Improvement

  15. Action Planning for Success
  16. Avoid Taught Helplessness
  17. Benchmarking Tips & Traps
  18. Causal Loop Diagrams
  19. Change Impact Analyzer
  20. Clarify Your Power Base
  21. Contingency Planning
  22. Corrective Action Paper Trails
  23. Cost/Benefit Considerations
  24. Cycle Time Reduction (Lean) Check Sheet
  25. Develop the Case for Change
  26. Fifteen Steps to a Clinical Path
  27. From Action Plan Through Implementation: Getting it Right
  28. Hindsight is Foresight
  29. Identify Relationships
  30. Improvement Planning
  31. Improvement Project Charters
  32. Improvement Project Request
  33. Improvement Project Status Reports
  34. Is / Is Not
  35. Mapping Patient Care Processes
  36. Overcome the Action Implementation “Killers"
  37. Process Improvement Methodology
  38. Red Tag Day
  39. Seven Levels of Getting Better
  40. So What-Why-How Tool
  41. Solution Session
  42. Start with the Low Hanging Fruit
  43. Task Transfer Between Departments
  44. Team Member Selection Criteria
  45. Template for Departmental Performance Improvement Plans
  46. Three’s Company
  47. Top 10 Questions for Creating an AIM Statement
  48. Using 10 Tips to Draw Out Best Practices
  49. What Do You See?
  50. What’s In It For Me?
  51. When Improvements Don’t Go As Planned

    Section 3: Customer Service

  52. Customer Service Commitment Card
  53. Envisioning World Class Service
  54. Moments of Truth Score Card
  55. Service Improvement Tool
  56. Tune-Up Your Service Awareness
  57. Turning Lemons into Lemonade

    Section 4: Patient Safety

  58. Can You Hear Me Now?
  59. Compliance/Noncompliance
  60. Declare War on Errors and Defects
  61. Dig into the Cause of Errors
  62. FMEA Process Analysis Survey
  63. It’s the Culture!
  64. Knock Out Errors with Visual Controls
  65. Negative Problem Solving
  66. Progress Tracking of Incident Investigations
  67. Root Cause Analysis Template
  68. Step-By-Step FMEA
  69. Strengthen Critical Human Actions
  70. Visual Control Mechanisms
  71. Warning Signs of Unsafe Equipment
  72. What-If Analysis
  73. What’s Your Patient Safety Policy?
  74. Why Did the Safeguards Fail?

    Section 5: Group Process and Teaming

  75. Better Safe Than Sorry
  76. Change is
  77. Drivers and Diluters
  78. Feather-Like Vision
  79. Getting Staff Ideas to Flow
  80. Great/Better Insights and Team Partnerships
  81. Harnessing Conflict
  82. High-Performing Ground Rules
  83. Hot Wash-Up
  84. Lessons From “The Hoop"
  85. Migrate from Can’t to Can
  86. Monitoring Team Health
  87. Post-it Brainstorming
  88. Radar Screen
  89. Sharing-Passport
  90. Six Thinking Hats
  91. Team Member Performance Evaluation
  92. Top 10 Facilitation Roles
  93. Top 10 Tips for Running a Great Team Meeting
  94. Upside-Down Problem Solving

    Section 6: Personal Growth

  95. Carefrontation
  96. Forty Things To Be
  97. How About Some Non-Defensive Listening
  98. Ten Commandments of Networking
  99. Uncluttered Your Workplace
  100. Ways to Think About Your Thinking
  101. What Have I Learned? How Will I Use It?

    About the Authors:

    Duke Rohe has been involved in health care improvement for thirty years. He is an industrial engineer by degree and a creator by nature. Duke is a Fellow member of the Healthcare Information Management Systems Society and has received its Total Quality Management Award and its Outstanding Fellow Service Award. He authored the chapter “Instigating Change and Engaging Teams” in the society’s Management Engineering Handbook. Duke is currently a systems improvement specialist at M. D. Anderson Cancer Center in the Texas Medical Center (Houston). He considers himself the improvement geek for accelerated change at the hospital. His creation of improvement tools began as a commitment to generate a tool a week and share it with change masters in his organization. He expanded distribution of his tools outside the organization by developing two web sites: http://www.himsssct.org/tools/tools.html and http://shs.iienet.org. Several of his more popular tools have been formalized for inclusion in this book.

    Patrice L. Spath is a health information management professional with extensive experience in performance management activities. During the past 25 years Patrice has presented over 350 training programs on quality improvement, utilization management, patient safety, and outcomes management topics. Patrice has authored several books for her own publishing company, Brown-Spath & Associates, and for other publishers such as the American Hospital Association, Health Administration Press, and OR Manager, Inc. Patrice writes the monthly "Quality-Cost Connection" column for Hospital Peer Review and serves as a quarterly guest columnist for Hospital Case Management.

Publication Date: May 2006
Number of Pages: 218
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