The Small Hospital Challenge

1. The Tolerated Defects in HealthcareIntroducing a new approach to safety in small rural hospitals Aug 22, 2012Roger Resar MD Senior IHI Fellow

2. The Small Hospital Challenge • Large scale projects promoted for large hospitals frequently do not apply (either by volume or nature) • Staff time for team meetings is much less available • Improvement skills are less available • Resources are frequently very limited (travel, consultants, etc)

3. A New Concept 1-Projects are small with the entire emphasis on frontline driven identification .(meaning not top down) 2-All work on the project is done by a dyad in a dyadic fashion (meaning no teams) 3-There are no team meetings (meaning work takes place on the project as work takes place on the unit) 4-Has no relationship to a large change package (meaning every unit will have unique projects with little chance of sharing ideas unless the finished project is spread to other units in the organization) 5-The cost in resources to design the improvement is essentially nothing (meaning even small hospitals, clinics etc can afford the methodology) 6-Measurement is local with pencil and paper and emphasis is based on bimodal simplicity (meaning data collection is simple without need for IT) 7-Emphasis on JIT teaching rather than more formal quality improvement modules (meaning less cost, less time lost and better application of what QI knowledge the organization currently has)

4. Frontline Defect Driven Project Model x Collect Data Identify Defects Suggest Strategies Small Tests Leading To Project Success Non-clinical Frontline Engagement Clinical Frontline Defects Frontline Structured Conversation

5. Frontline Defect Driven Project Framework x1 Timeline 90 min 2 Days 1 day 60 min 60 min 30 days Design Benefits Frontline Engagement Leadership Engagement Frontline Engagement Tester Engagement Frontline Engagement Surface Defects Scope Defects Validate Select specific work Design Strategy Finish Project Actions Align work Gauge Capacity Articulate Implications Study the next defect Conversation Specific Methodology Anchoring Questions Frontline Feedback Y/N Frontline Data Collection Determine frequency Define Boundaries Determine Simple measures Frontline Input Small Tests Design Basics of the Actions R Resar

6. The Framework • Multidisciplinary Team • 90 Minute Visits • Intro • Identification of “defects” • Normalization of Deviation • Non-threatening & blame free environment

7. Check List for setting up the Conversation • Pre-arrange for a 90 minute conversation (preferably the conversation occurs on the unit) • Pre-arrange a time for the conversation (chose a time when a representative group of frontline staff can participate) • Invite a leadership representative

8. Technique to Start the Conversation • Make introductions • Have one lead person (others can participate later) initiate the conversation by asking individual frontline staff to describe their daily routine (without questions or interruption) • Spend about 15-20 minutes in the start of the conversation (to allay fears)

9. Technique to Surface Defects • Use anchoring questions to start to surface defects Examples: 1-We all have good and bad days at work, describe the last difficult day you recall? 2-Things have to be adjusted in work flow to make the day smooth, describe how you make adjustments to accomplish getting the work done 3-What clinical diagnoses are most common on this unit, describe the most difficult cases you work with? 4-The unexpected is bound to occur from time to time, describe the last unexpected event that occurred in your work?

10. The Defects • Each anchoring question usually surfaces at least one defect • Most 90 minute conversations surface from 12-20 defects • Avoid spending time on possible solutions (that will come later) • Have a scribe write down each of the defects with as much detail as possible • Finish the conversation by listing the defects surfaced, assure the frontline staff one or more of these will be solved and then thank the team

11. Some Observations • Daily interruptions are commonly viewed as normal, so little or no attempt is currently made to change processes • The units function primarily at an artisan level of work. Staff pride themselves in their unique ability to deal with defects (scrambling). • “Victimized”by external factors. Most areas described problems with a system “out there”—units, physicians, scheduling systems, a physician’s preference and they are viewed as beyond their control

12. Cedars-Sinai Examples • CVIC • Patients arrive for a procedure still on anti-coagulation • Daily search for equipment • OR/PACU • Cases delayed due to wrong equipment • Radiation Oncology • Add-ons • Missing information

13. Cedars: Initial learnings • It became clear that the seeds for the next event have already been sown in the day-to-day missteps described as “normal” by staff. • Start small with the creation of small islands of stability. An island of stability represents an area of work that has been reviewed and changed to create a new standardized way to organize workflow. • Build unit-based learning, reflection on work, measurement, and change leadership systems to support work at the local level.

14. Frontline Defect Driven Project Framework x2 Timeline 90 min 2 Days 1 day 60 min 60 min 30 days Design Benefits Frontline Engagement Leadership Engagement Frontline Engagement Tester Engagement Frontline Engagement Surface Defects Scope Defects Validate Select specific work Design Strategy Finish Project Actions Align work Gauge Capacity Articulate Implications Study the next defect Conversation Specific Methodology Anchoring Questions Frontline Feedback Y/N Frontline Data Collection Determine frequency Define Boundaries Determine Simple measures Frontline Input Small Tests Design Basics of the Actions