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Overview: Plan-Do-Check-Act Cycle.

Overview: Plan-Do-Check-Act Cycle. Patricia G. Porter, RN, MPH, CHES. Overview. Background Phases and steps of the PDCA Cycle Introduction to a QI Tool: Force Field Analysis Force Field Analysis: Let’s practice. Background. Walter Shewhart (1920’s) W. Edwards Deming (1950’s)

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Overview: Plan-Do-Check-Act Cycle.

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  1. Overview:Plan-Do-Check-Act Cycle. Patricia G. Porter, RN, MPH, CHES

  2. Overview • Background • Phases and steps of the PDCA Cycle • Introduction to a QI Tool: Force Field Analysis • Force Field Analysis: Let’s practice

  3. Background • Walter Shewhart (1920’s) • W. Edwards Deming (1950’s) • Common models vary # of steps • Structured QI tools and techniques • Examples: • Force Field Analysis • Nominal Group Technique

  4. Four Phases of PDCA Cycle • Plan a change aimed at improvement • Do – Carry out the change • Check/Study the results • Act - Adopt, adapt, or abandon

  5. PDCA Cycle 3. Identify root causes 2. Analyze current situation or process 4. Generate and choose solutions PLAN 1. Select improvement opportunity Start 9. Monitor; hold the gains ACT DO 5. Map out and implement a trial run CHECK 8. Adopt, Adapt or Abandon 6. Analyze the results 7. Draw conclusions

  6. Plan: (1) Select Improvement Opportunity • Generate list and select • Redefine team • Write problem/opportunity/aim statement • Management review and support

  7. Plan: (1) Select Improvement OpportunityCommon Selection Criteria • Controllable • Measurable results identifiable • Achievable • Data available or easy to capture • Resource availability • Significant importance • Highly visible • High volume • High risk • Problem prone/variation • Timely completion • Probability for success • Team motivation and involvement • Senior Mgt. support

  8. Plan: (2) Analyze Current Situation • Define process/problem to be solved • Identify the customer(s). • Baseline data • Performance gaps? • Look at benchmarks, standards, regulatory requirements • Composition of team? • Validate problem and statement • Management review

  9. Plan: (3) Identify Root Causes • Very important step • Analyze cause and effect relationships • Fishbone diagrams • Select root cause • Shared decision making • Unbiased and reliable data to verify • Baseline data • Management review

  10. Plan: (4) Generate and Choose Solutions • Generate list and select solutions • Directly linked to root cause and supported by data • Team brainstorming and shared decision making • Consider best practices • Be honest about barriers • Change is hard!! • Choose best solution based on criteria • Shared decision making is key to buy-in! • Define and map out solution • Plan to measure (SMART objectives) • Handoffs, resources, outputs, accountabilities • Management review

  11. PDCA Cycle 3. Identify root causes 2. Analyze current situation or process 4. Generate and choose solutions PLAN 1. Select improvement opportunity Start 9. Monitor; hold the gains ACT DO 5. Map out and implement a trial run CHECK 8. Adopt, Adapt or Abandon 6. Analyze the results 7. Draw conclusions

  12. Do: (5) Map Out and Implement a Trial Run • Map out a trial run • Communication and education/training are key • Be specific • New forms, handoffs, data etc. • Implement trial run • Small scale but representative • Tests the intervention on a small scale to ensure change will produce desired output

  13. PDCA Cycle 3. Identify root causes 2. Analyze current situation or process 4. Generate and choose solutions PLAN 1. Select improvement opportunity Start 9. Monitor; hold the gains ACT DO 5. Map out and implement a trial run CHECK 8. Adopt, Adapt or Abandon 6. Analyze the results 7. Draw conclusions

  14. Check: (6) Analyze the Results • Collect and evaluate results • Team-based analysis and beyond • Flexible and inclusive • Objective and subjective data • Revisit process as it was mapped out • Be honest!

  15. Check: (7) Draw Conclusions • Team-based discussion and beyond • Did the desired change occur? • Did the intervention go as planned? • Was the root cause eliminated? • Are outcomes generalizable? • What worked? • What didn’t work? • What could be improved/changed? • What did we learn?

  16. PDCA Cycle 3. Identify root causes 2. Analyze current situation or process 4. Generate and choose solutions PLAN 1. Select improvement opportunity Start 9. Monitor; hold the gains ACT DO 5. Map out and implement a trial run CHECK 8. Adopt, Adapt or Abandon 6. Analyze the results 7. Draw conclusions

  17. Act: (8) Adopt, Adapt, or Abandon the Intervention • Team-based discussion and beyond • Adopt • Test again on a larger scale? • Communication, education, and training • Plan to measure • Adapt • Revise plan and repeat trial • Communication, education, and training • Abandon • Revisit root cause analysis and/or list of solutions • Need additional/new members on the team?

  18. Act: (9) Monitor; Hold the gains • Standardize the change • Ongoing training • Change to department policy? • Continue to monitor improvement • Same data collection tools and process • Additional metrics? • Continue reporting to staff and management • Move to new improvement opportunity

  19. Sage Advice  • Team members need to own problem and solution • Don’t sacrifice the process for the product! • Be data driven/evidence-based • Conduct a thorough root cause analysis • Solution directly related to root cause -- not predetermined • Plan to measure • Communication and feedback • Celebrate teamwork and outcomes • Management support and buy-in are critical

  20. Questions/Comments??

  21. QI Tool: Force Field Analysis • Review overview handout in packet • Break into 4 groups

  22. Group Practice: Force Field Analysis • Desired state: “Achieving a Quality Improvement Culture” Step 1: Break into 4 groups (corners of room) • Facilitator/recorder • Everyone participates!!!!! Step 2: Identify (10 min) • What are driving forces? • What are restraining forces?

  23. Group Practice: Force Field Analysis Step 3: Prioritizing and Planning • Identify top 3 driving forces and what could be done to strengthen them; facilitate movement towards the desired state. • Identify top 3 restraining forces and what could be done to modify or eliminate them; facilitate movement towards the desired state.

  24. Group Practice: Force Field Analysis Step 4: Report out on: Top 3 driving forces and what could be done to strengthen them; facilitate movement towards the desired state. (Front of room) Top 3 restraining forces and what could be done to modify or eliminate them; facilitate movement towards the desired state. (Back of room) Step 5: Group discussion: Next steps to achieve a quality improvement culture.

  25. Desired State:Quality Improvement Culture • Leadership and infrastructure that supports QI • Staff training • Shared decision making • Data drive and evidence-based decision-making • Accountability • Proactive approach to improvement • “QI not a burden but a way of working smarter and making jobs easier”

  26. Questions/Comments??

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