Process Improvement

Long-term care and post-acute care providers have never been held more accountable or more scrutinized internally as well as publicly for their improvement efforts. Using improvement statistics to identify and guide process improvement is crucial for success, especially when using data to make decisions that impact people’s lives and the well-being of the facility.

Unfortunately, most facilities get stuck using useless data displays like bar graphs or comparing this month’s measures to last month or last quarter. The result? Wasted time and money.

The images below are handouts I developed for a 3.5-hour session that I co-taught at The Society of Post-Acute and Long Term Care Medicine ("AMDA") Annual Conference titled “Unleash the Power of Performance Improvement in Your Facility by Stopping the Madness of Data Insanity.” The top image depicts movement from the incorrect actions that happen every day in nursing homes to knowledge and actions that will be the unexpected catalysts for true organizational excellence. The bottom image also suggests movement, from dysfunctional dialogue that happens every day in nursing homes to dialogue that reflects knowledge of improvement statistics and the power of process-oriented thinking.

These handouts are not copyrighted. I want people to print and use them!

From Impairment to Improvement


Print, copy and distribute!


Change the Internal Dialogue in Your Facility


Print, copy and distribute!

 

Interested in scheduling this session for your
association or organization?

Contact Paige

This interactive session is an eye-opening, no holds barred expose of what we are doing wrong with data and how to make it right. We delve deeper into the data facets of QAPI using real facility examples of falls, complaints and antipsychotic prescribing data released by CMS.

I provide clear guidance on strategies to affect change. It’s time we solve long-standing problems in our facilities for good, and for the greater good.

Objectives:

  1. Recognize the futility and unintended misleading effects of common analyses like bar graphs, trend lines, rankings, and benchmarking and more importantly, what to do differently.
  2. Demonstrate how process-oriented thinking is crucial to EVERY improvement effort. Ignore the process and your improvement effort will fail.
  3. Explain common cause and special cause variation, and how this knowledge will transform improvement efforts.
  4. Understand the third type of variation, human variation, and how it can render any data useless and make medical directors, administrators and managers lose sleep.
  5. Learn how to choose the right improvement strategy based on the type of variation identified. Employ a Pareto analysis and see staff light up with new possibilities.