Knowledge: What Do You Know and What Do You Think?
The following video teaches us the difference between information and knowledge.
PDSA (Plan, Do, Study, Act) Cycle
Dr. Ramon Cancino does a wonderful job helping us to understand how we can expand our knowlege of processes and improve our effectiveness.
Statistics to Solve Your Problems
Dr Thomas Thacher discusses the basics of Quality Improvement.
How do you make control charts?
http://asq.org/learn-about-quality/data-collection-analysis-tools/overview/control-chart.html
Sampling: How big is enough?
"Measurement is not our Aim. Improvement is our Aim!"
The book Health Care Data Guide is amazing. A powerpoint by Dr.____ Provost in 2011, provides a good introduction. (See link below picture.
The graph is found on page 164.)
Let's use these guidelines to work through a project. We decide to work on staff morale/satisfaction. In our department there are 436 staff...
First, we guess what our defect rate will be. Let's guess 20% as dissatisfied.... We can find 20 in the first column. If we just want a basic idea as to how we are doing,we will only need to survey 7 staff. (See second column). If we wish to follow the common guidelines for a control chart, we will go to the second column and find 15 staff. However, if we want a control chart that shows both upper and lower controls and be best for detecting changes quickly, we go to the third column. ihttp://ep50.eventpilotadmin.com/doc/clients/IHI/IHI2011/library/DE25_
So, let's say our team looks this over and decides that we want the sample to be from the third column(36). When we look at the intervals, we think monthly sampling will be great. We take 436 and divide it by 12 and get 36... just the number we need!
In two years we may find our satisaction goes to 90% That would alter things. So, we look at the first column for defects and find 10%. We look at the third column and find a new number, 81 staff
will need to be surveyed. We might then choose to measure our staff quarterly: 436/4=115.
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VALUE TO THE SYSTEM
Least to Most Important
JUST DATA
Traumatic Event and Error May be from normal variation
Brainstorming May discover new idea
Focus Group May discover a user or customers perspective
Benchmarking- May discover processes you can use (Outcomes may depend on lots of variables)
Computer generated information from multiple sources (We depend on computers we do not rely on them. Can you see yourself going on an airplane piloted only by computers… Never We rely on people)
The pleural of anecdote is not data
INFORMATION Stop confusing activity with impact
Research provides new information before and after
Pilots provides new information before and after
Like driving your car forward by looking at the rearview mirror
How much information you get in a month? 18 pounds Conversation with Berwick and Middle manager
KNOWLEDGE
Control charts Ability to see stable system
Plot the Dots- Follow things over time
“Plotting measurements over time turns out, in my view, to be one of the most powerful devices we have for systemic learning.... Several important things happen when you plot data over time. First, you have to ask what data to plot. In the exploration of the answer, you begin to clarify aims, and also to see the system from a wider viewpoint. Where are the data? What do they mean? To whom? Who should see them? Why? These are questions that integrate and clarify aims and systems all at once.... When important indicators are continuously monitored, it becomes easier and easier to study the effects of innovation in real time.... If you follow only one piece of advice from this lecture when you get home, pick a measurement you care about and begin to plot it regularly over time. You won’t be sorry.” Berwick
Further Reading
http://www.qualitydigest.com/inside/health-care-column/new-conversation-quality-management.html
The graph is found on page 164.)
Let's use these guidelines to work through a project. We decide to work on staff morale/satisfaction. In our department there are 436 staff...
First, we guess what our defect rate will be. Let's guess 20% as dissatisfied.... We can find 20 in the first column. If we just want a basic idea as to how we are doing,we will only need to survey 7 staff. (See second column). If we wish to follow the common guidelines for a control chart, we will go to the second column and find 15 staff. However, if we want a control chart that shows both upper and lower controls and be best for detecting changes quickly, we go to the third column. ihttp://ep50.eventpilotadmin.com/doc/clients/IHI/IHI2011/library/DE25_
So, let's say our team looks this over and decides that we want the sample to be from the third column(36). When we look at the intervals, we think monthly sampling will be great. We take 436 and divide it by 12 and get 36... just the number we need!
In two years we may find our satisaction goes to 90% That would alter things. So, we look at the first column for defects and find 10%. We look at the third column and find a new number, 81 staff
will need to be surveyed. We might then choose to measure our staff quarterly: 436/4=115.
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------
VALUE TO THE SYSTEM
Least to Most Important
JUST DATA
Traumatic Event and Error May be from normal variation
Brainstorming May discover new idea
Focus Group May discover a user or customers perspective
Benchmarking- May discover processes you can use (Outcomes may depend on lots of variables)
Computer generated information from multiple sources (We depend on computers we do not rely on them. Can you see yourself going on an airplane piloted only by computers… Never We rely on people)
The pleural of anecdote is not data
INFORMATION Stop confusing activity with impact
Research provides new information before and after
Pilots provides new information before and after
Like driving your car forward by looking at the rearview mirror
How much information you get in a month? 18 pounds Conversation with Berwick and Middle manager
KNOWLEDGE
Control charts Ability to see stable system
Plot the Dots- Follow things over time
“Plotting measurements over time turns out, in my view, to be one of the most powerful devices we have for systemic learning.... Several important things happen when you plot data over time. First, you have to ask what data to plot. In the exploration of the answer, you begin to clarify aims, and also to see the system from a wider viewpoint. Where are the data? What do they mean? To whom? Who should see them? Why? These are questions that integrate and clarify aims and systems all at once.... When important indicators are continuously monitored, it becomes easier and easier to study the effects of innovation in real time.... If you follow only one piece of advice from this lecture when you get home, pick a measurement you care about and begin to plot it regularly over time. You won’t be sorry.” Berwick
Further Reading
http://www.qualitydigest.com/inside/health-care-column/new-conversation-quality-management.html
