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Getting Started in QI Project Work:

Getting Started in QI Project Work:. Organizing Your Project Work (A3 Roadmap) Defining Your Problem (Problem Statement. How do I Start? How do I Get to Where I’m Going?. Framework – A3. A3 – Tells a story. Framework – A3. A3 – Tells a story Provides a STEPWISE Framework. Framework – A3.

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Getting Started in QI Project Work:

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  1. Getting Started in QI Project Work: Organizing Your Project Work (A3 Roadmap) Defining Your Problem (Problem Statement

  2. How do I Start?How do I Get to Where I’m Going?

  3. Framework – A3 • A3 – Tells a story

  4. Framework – A3 • A3 – Tells a story • Provides a STEPWISE Framework

  5. Framework – A3 • A3 – Tells a story • Provides a STEPWISE Framework • Prevents Jumping from Problem to Solution

  6. Framework – A3 • A3 – Tells a story • Provides a STEPWISE Framework • Prevents Jumping from Problem to Solution • Easily Shared with Team, Leaders, Colleagues

  7. Picking a Problem • Best Done by the person/people DOING THE WORK • Ask “What would be better about that?” • Don’t include your SOLUTION as a part of your PROBLEM. • “We are leaving side-rails of beds down and patients are falling and injuring themselves” • Instead “The fall and injury rate for patients in the PACU is 8%. The opportunity for improvement would be a 50% reduction in falls.”

  8. The Problem/Opportunity Statement • Problem/Opportunity statement should answer these questions: • What is occurring or What are we missing? • When did the problem start? • Where is the occurrence? • Extent (Gap) of the problem or opportunity • Example: • In fiscal 2008 (When), the State Medicaid Group overpaid (What) a total of $5 Million/BJillion(Extent) insupplemental rebates to the 50 US states (Where). • Or • The Problem statement should be very specific and customer-focused: • Example: • Mr. J received ten times the dose of pain killer ordered and required transfer to the ICU and intubation for 24 hours. • a

  9. Voice of the Customer in Defining the Problem Ask the customers in the process: • What works well? • What does not work well? • If you could change one thing, what would it be and why? Tip: Don’t jump to solutions – capture them, but focus on issues in “What are we trying to accomplish.”

  10. Scope The scope assists in defining the work and consists of two questions: • What is the earliest step in the process and the last step in the process that falls into this improvement cycle? • Example: Is it the entire peri-operative experience or only from patient registration through to hand-off in PACU? • This bounds the work for the team and speeds success • What is included and excluded in the work? • All services or just Pediatrics? • All floors or just 2 South? Tip: • Scope small to gain progress quickly • Beware of Scope Creep!

  11. The problem statement is the most important stage of a project. It is critical to properly define what is wrong with the process, from the customer’s viewpoint.

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