Concurrent Sessions
Tuesday, September 15, 2009
8:00–9:15 am
Safety Action (601)
Cindy Ebner
"Safety Action Teams" are designed to improve systems and processes of care by engaging front line staff, managers, and leadership. The goal is to error proof processes, eliminate waste, decrease steps and standardize where applicable to create highly reliable processes, while decreasing costs and resource utilization. A performance improvement expert facilitates the team and members consist of staff, physicians and managers from the areas the process touches. Team members participate by demonstrating their current process, attending meetings, completing assignments, conducting PDSA cycles, revising policies and workflows, monitoring the new process and identifying and reporting any failures. Teleconferences are held every two weeks for one hour and the average time to completion is 5-7 months. Department managers are responsible for change management and providing department updates. All process improvements significantly decrease the number of steps involved and resource utilization. A cost benefit analysis is available for all completed teams.
Managing Your Humor Resources: a New Level of Excellence for Healthcare Leaders (602)
Ronald Culberson
Many healthcare leaders believe that in order to be successful, they must always be serious. However, leadership is not about being serious. It's about motivating and inspiring others, and it requires a variety of approaches including excellence and humor. Excellence is the combination of the right values and the right skills to lead others towards the goals of the organization. Humor helps balance the unique challenges of the multidisciplinary healthcare environment, the overabundance of regulations and the ultimate goal of balancing business and service. In this program, healthcare leaders will see how excellence combined with humor enhances their ability to provide effective professional and personal leadership. Through a FUN, funny and educational experience, participants will see how combining these two qualities will "lead" them to success.
Making Sense Out of Shewhart Control Charts: How to Choose 'Em and How to Use 'Em! (603)
Sandra Murray
Why is important to choose the right control chart? How do we do just that?! This lively session will address what a Shewhart chart is and why anyone would want to use one! Participants will learn how to analyze a Shewhart chart to detect special cause in their data. Then we will focus on how to choose between 5 basic types of Shewhart Control charts: the Individual, X Bar S, P, C & U control charts. We will explore examples of the fundamental used of Shewhart charts: to understand the amount and type of variation, as a guide to choosing the right improvement strategy, to get ideas for improvement, to tell if change is an improvement, and to tell if improvement is maintained.
Using Data To Improve Enrollment Rate In An Outreach Program (604)
Barbara Daniels
In 2006, CIGNA implemented a telephonic coaching program to augment treatment of depression and anxiety. Clinical outcomes have been strong for program participants. However, baseline data in 2007 revealed that only 26% of people targeted for telephonic outreach agreed to participate. Many eligible individuals refused coaching before learning the benefits and value of the program. To improve program enrollment, a quality team was chartered. The DMAIC Six Sigma methodology was followed. The team analyzed the problem, identified improvements and implemented an action plan that resulted in more people agreeing to telephonic coaching. An 8 percentage point increase was achieved, which was statistically significant using a Test for the Difference Between Two Proportions, p=0.000. The presentation will include a summary of the quality project, and discussion of the methodology and the tools used to drive improvement. The value of using data to drive decision making will be a focus.
Return to Concurrent Session Schedule
|
