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Comparing Solutions for Simple Process Improvement

Comparing Solutions for Simple Process Improvement Mayo ACTION Cancer Center Project and Yale Carpedia Cancer Center Project . Cheryl Nelson, Kelly Paulson, Stacey Scirocco, Henry Durivage Pharm. D., Sandra Alfano , Pharm D. Susan Anderson MN, MBA, Theresa Katz

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Comparing Solutions for Simple Process Improvement

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  1. Comparing Solutions for Simple Process Improvement Mayo ACTION Cancer Center Project and Yale Carpedia Cancer Center Project Cheryl Nelson, Kelly Paulson, Stacey Scirocco, Henry Durivage Pharm. D., Sandra Alfano, Pharm D. Susan Anderson MN, MBA, Theresa Katz Mayo Clinic, Rochester, MN Yale Center for Clinical Investigation, New Haven, CT • Methods • Mayo conducted ACTION project at its cancer center- intended to improve performance of key processes associated with conducting clinical trials • Mayo shared ACTION plan purpose, methods, findings, and tools with Yale • Yale constructed a retrospective Mayo ACTION-like study implementation timeline at Yale • Yale conducted a cancer center quality improvement project (with Carpedia International) • Catalogue issues, findings, and resulting processes/tools (see Charts) • In Progress: Compare the two different quality improvement activities for the purpose of endorsing/rejecting the assumption that cancer centers often suffer from the same issues and therefore could utilize the same solutions/tools with less cost/effort • BACKGROUND • Mayo-Yale recognized opportunities for process improvement in the Cancer Center. • Collaboration intended to exchange effective practices by exploring the MAYO Accelerating Clinical Trials Integration and Overcoming Non-value-add (ACTION) Plan. • Construction of Mayo ACTION-like study implementation timeline at Yale showed the need for the tracking of more time points to better zero in on areas where delays are occurring • Yale then engaged Carpedia International on a quality improvement project for the Cancer Center • Each institution engaged a method of improvement (Mayo Quality Academy /Yale Carpedia Project) and both came away with process improvement solutions, tools, and practices • DISCUSSION/NEXT STEPS • The methods used were similar: Identify problems; Measure; Analyze; Implement; Control • When defining, Mayo looked at the process while Yale looked at roles, but both settled on process improvement • Mayo defined 99 opportunities for process improvement. Yale identified ~60 opportunities for process improvement. • Tools will be compared for problems that were similar • Develop a process to continue Quality Improvement Programs for future concerns • Develop a process to facilitate sharing with other CTSA’s • Lessons Learned • Process improvement methods identify similar opportunities. • Many organizations have the same process challenges. • Solutions at one center can often improve process at another center with a similar challenge. • Institutions need tools to address opportunities. • Without providing a comprehensive process improvement analysis, solutions from other Centers may be helpful.

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