Quality Improvement Resources

Implementing Change: What is needed for implementing large scale changes in the organization?

2016-02-16T07:41:00.002-08:00

1. Top Management Support: It is estimated that 70% of organizational changes fail. There can be number of things which can go wrong when implementing an organization-wide change. Successful change efforts usually start with commitment from the Top followed-up by the creation and sharing of a newly created change vision using a structured organization mechanism such as change office or steering committee. Most change efforts in healthcare organization utilize a PDSA approach using which a pilot area is first engaged. The change effort is evaluated based on the success and adoption of the pilot.

2. Change Office / Support Set-up: A Change office or team is usually assembled to facilitate and support large scale changes. The team will usually consist members of senior leadership team. This core group plays a key role in championing the vision creation and sharing of this vision throughout the organization.

3. Vision, Mission Statements: The top leadership plays a vital role in creating vision, and mission statements. A compelling vision of the change helps team share the change policy and garnish required support from others to work in a collaborative manner. Some of these will change from its original form as time progresses.

4. Sharing of Vision: This will allow everyone in the organization to embrace and practice the values which directly support the organizational vision.

5. Training and Creating Awareness About The Change: The change team members play a vital role in creating awareness about change to rest of the organization by creating formal and informal presentations at various meetings as well writing newsletter articles in the company magazine.

6. Training For People: Once the team is confident and is receiving support from the management team, staff from the pilot area can then be trained on the change concepts. It is very common to have some cross functional teams to participate in the pilot.

7. Customer Requirements and CTQ: As the team implements changes its vital to ensure that the proposed change is in alignment with customer requirements and CTQ. This will ensure buy-in from staff and will make it easy for everyone involved to see how implementing the proposed changes is going help customers.

8. Change Policy: once the pilot is completed, it should be evaluated for its success and based on lessons learned a new change policy should be written to ensure compliance across the organization.

9. Training For People: Next phase in implementing change is to scale-up the change effort by training rest of the organization.

10. Bench-marking: A good bench-marking can help to evaluate any gaps and success of the change effort in terms of project success. Internal bench-marking as well as external bench-marking can play a crucial role in allowing the organization to continuously learn and identify any gaps in its processes.

Seven steps of effective meeting management

2015-07-11T18:34:00.001-07:00

Let's call a war on unproductive meeting

2015-07-11T14:32:00.001-07:00

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Standardize the decision process

2015-07-11T14:25:00.001-07:00

Sent from my iPhone

Webinar Series

2015-06-27T13:57:00.001-07:00

http://www.ddiworld.com/resources/library/webinar-archive/leading-with-a-global-perspective

Meeting waste-Lean Kaizen Consultancy & Training for Process Improvement and Quality Improvement

2015-06-26T14:31:00.003-07:00

http://www.leankaizen.co.uk/meeting-waste.html

Thanks a lot
Jignesh

Another Meeting? Take a Lean Approach to Optimize Time and Resources | Kaufman Global

2015-06-26T14:31:00.001-07:00

http://www.kaufmanglobal.com/blog/meeting-lean-approach-optimize-time-resources

Thanks a lot
Jignesh

How To Hold A Lean Meeting | OPEN Forum

2015-06-26T14:30:00.003-07:00

https://www.americanexpress.com/us/small-business/openforum/articles/how-to-hold-a-lean-meeting-1/

Thanks a lot
Jignesh

Have More Meetings (But Keep Them Short) - 99u

2015-06-26T14:30:00.001-07:00

http://99u.com/articles/15381/the-lean-meeting-how-to-keep-your-meetings-short-and-highly-productive

Thanks a lot
Jignesh

Meetings

2015-06-26T14:29:00.001-07:00

Thanks a lot
Jignesh http://www2.warwick.ac.uk/fac/med/research/hsri/emergencycare/research/sdo/csi2/education/education-delivery/handouts/lean_meetings_v2.0.pdf

Friday Brain Fry! 29 May 2015

2015-05-30T01:28:00.001-07:00

Patient Safety: A Computer Beats A Pen For Getting Prescriptions Right

Drug errors inside hospitals remain a big problem. By one estimate, 1 in 7 hospitalized patients suffers some form of error in care. Nearly a third of those mistakes are related to drugs. And those mix-ups can lead to longer hospital stays, unnecessary suffering, permanent damage or death.

Cancer Care Ontario did a systematic review in 2012, which indicated that only small percentage of hospitals in the US use CPOE for complex chemotherapy regimens. The error rate pre-CPOE was 15%, and the error rate post- CPOE was 5%. Interestingly, 92% of the post-CPOE errors were found in prescriptions that were still being handwritten, because the prescribing module was not yet available for all prescriptions.

Risk Management: Every change or improvement may have its own risks!

The design of the software can introduce errors "that would never occur on paper," like picking the wrong option from a drop-down menu.

Leadership Development: Who should be taking leadership for CPOE implementation?

In healthcare, its often unclear who is suppose to lead! In public health system, healthregions are very dependent on government funding. If an initiative such as CPOE is not funded by the MOH, its very difficult to get Hospitals leadership excited about it. In general health regions are reluctant to install the CPOE systems, because they're seen as expensive and painful to implement. Having a unified front with the administration and physician leaders is key to move CPOE forward in a collaborative environment. The reason why some organizations are successful [implementing CPOE] is due to the leadership and vision from their CEO and board of directors.

Lean Thinking: Mistake-proofing CPOE

Leapfrog for example, requires that hospitals test their CPOE systems to see if the pre-programmed rules actually catch harmful mistakes. They feed in fake patients and fake prescription orders — some of which contain fatal errors. Across the board, about one-third of them slip through.

Want to Read More: http://n.pr/AFiPzFl, http://bit.ly/1cp6HFR and http://bit.ly/1BvY5Ui

Video of the week!: Benefits of CPOE

http://youtu.be/sTp7NgETuvg

End Game at Wiremold | Kevin Meyer

2015-05-26T21:52:00.001-07:00

http://kevinmeyer.com/blog/2009/02/end-game-at-wiremold.html

Thanks a lot
Jignesh

Toyota Global Site | Risk Management

2015-05-20T19:42:00.001-07:00

http://www.toyota-global.com/sustainability/csr/governance/risk_management/

Thanks a lot
Jignesh

Risk Management Lessons From Toyota - Forbes

2015-05-20T19:37:00.001-07:00

http://www.forbes.com/2010/05/10/toyota-suppliers-managing-technology-risk.html

Thanks a lot
Jignesh

The Toyota lesson, risk management and your business plan

2015-05-20T19:35:00.001-07:00

http://www.evancarmichael.com/Business-Coach/2448/The-Toyota-lesson-risk-management-and-your-business-plan.html

Thanks a lot
Jignesh

Quality, Safety, Cost, Delivery and Morale Matrix

2015-05-20T10:03:00.001-07:00

http://www.millerwelds.com/resources/articles/Lean-Welding-Offers-Robust-Results/

http://www.leanblog.org/2014/06/the-goals-that-matter-sqdcm/

http://www.results.wa.gov/sites/default/files/Lean%20Daily%20Management.pdf

http://www.slideshare.net/kobivp/visual-management-controls-systems-techniques

http://www.artoflean.com/files/Basic_TPS_Handbook_v1.pdf

https://www.akronchildrens.org/cms/lean-six-sigma-successes/

http://patientsafetyed.duhs.duke.edu/module_a/methods/six_sigma.html

http://www.processexcellencenetwork.com/lean-six-sigma-business-transformation/articles/deploying-six-sigma-within-health-care-a-roadmap-t/

DIY Network Full Episodes | DIY Network Full Episodes | DIY

2015-05-17T05:35:00.001-07:00

http://www.diynetwork.com/shows/full-episodes

Thanks a lot
Jignesh

5 Handy YouTube Channels for DIY and Home Improvement

2015-05-17T05:33:00.001-07:00

http://mashable.com/2010/07/11/home-improvement-videos/

Thanks a lot
Jignesh

www.diy.ca/video/

2015-05-17T05:30:00.001-07:00

http://www.diy.ca/video/

Thanks a lot
Jignesh

Lean or Six Sigma

2015-05-15T14:46:00.001-07:00

http://www.lean.org/Search/Documents/242.pdf

http://isites.harvard.edu/fs/docs/icb.topic747719.files/Supplemental%20Reading%20Folder/Lean_Six%20Sigma.pdf

Jignesh Padia

Risk Management Coordinator

Quality, Safety and Risk

Saskatchewan Cancer Agency

#204-3775 Pasqua Street

Regina, SK S4S 6W8

Phone: 306.791.2777; Fax: 306.584.2733

Email: jignesh.padia@saskcancer.ca

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