ursing, Allied Health, and Interprofessional Team

Interventions
Specific goals for CQI projects can be developed through benchmarking,
where performance is compared to similar institutions or core measures. Each
goal should have metrics that are tracked to determine the outcomes of
interventions. A successful CQI initiative is the result of a careful and
thoughtful structured planning approach. For example, once clear goals have
been established, various methodologies are possible to develop
interventions. Before implementing CQI, careful planning and "groundwork"
needs to be done, which may include articulating CQI goals, identifying
specific clinical outcomes and administrative outcomes for the organization's
future state, evaluating current processes to identify what functions and does
not function in the organization's current state, understanding how healthcare
information technology can help your organization meet its goals, and
developing a plan to collect data going forward and compare progress to
benchmarks.
After this framework is set and the organization is 'fit' for CQI, organizations
can utilize CQI strategies.
Strategies for Interventions
Lean: Developed by Toyota Corporation, Lean methodology is a process of
improving value to customers and employees with a focus on the reduction of
waste. Kaizen is a core concept of lean and is concentrated on continual
improvement. Lean defines 7 types of waste, i.e., transport, inventory,
motion, waiting, overproduction, over-processing, and defects. The goal is to
reduce the amount of non-value-added activities, thereby increasing the
amount of time and effort spent on value-added tasks.[1][10]
Six Sigma: Developed at Motorola by Bill Smith in (1980), Six Sigma
methodologies are focused on reducing error rates. Six Sigma refers to six
standard deviations from the mean. If a process reaches Six Sigma, error rates
should be less than 3.7/million opportunities. The process proceeds through 5
phases: define, measure, analyze, improve, and control (DMAIC).[11]
PDSA: Plan-Do-Study-Act, also known as the Deming cycle, is a four-step
process for quality improvement. During the planning stage, objectives and
desired outcomes are defined. The 'do' phase allows for the implementation
of the plan from the first stage. During the 'study' phase, results are then
gathered and studied to determine what effect the plan has had. Finally,
during the 'act' stage, if the process has achieved the goal, it is then controlled
to ensure continued compliance, or if it has failed to achieve the goal, a new
PDSA cycle is implemented to adjust to better meet outcomes.[12][1]
Baldrige Award Criteria: This methodology focuses on improving the entire
organization and instituting and nourishing a culture focused on CQI. It
evolved from an award for organizational excellence through self-assessment
into the methodology as implemented across the industry. The Baldridge
Criteria focuses on enterprise-level improvement through improved
communication, productivity, and effectiveness in seven categories:
leadership, strategic planning, customer focus, measurement (including
analysis and knowledge management), workforce focus, operations focus,
and results. An important caveat to the Baldrige Criteria is that each of these
seven criteria needs a champion in the organization to lead and manage
improvement. This is because the Baldrige Criteria are suited for enterprise-
level improvement rather than a single business or service entity.[13][14]
It should be noted that no single CQI methodology, including Lean, Six
Sigma, PDSA, and Baldrige, is thought to be superior to the other
methodologies. Rather, the selection of a methodology should incorporate the
organization's goals, the feasibility of the data and other resources, the skill
sets of those involved, and, ultimately, the strategy that best fits the
organization.
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Disclosure: Brian O'Donnell declares no relevant financial relationships with
ineligible companies.

Disclosure: Vikas Gupta declares no relevant financial relationships with

ineligible companies.
Copyright © 2024, StatPearls Publishing LLC.

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Bookshelf ID: NBK559239PMID: 32644665

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