moments - Institute for Healthcare Improvement

PRE-CONFERENCE
monday
DECEMBER 10
M17: Strategies for Facilitating Change in
Primary Care
Crystal Ballroom Salon K-M
Primary care practices face daunting challenges for
transformation. Regardless of the technical nature
of the challenge (e.g., converting to electronic
medical records or the patient-centered medical
home), effective facilitation of change depends on
diagnosis of gaps. This Minicourse will present
methods and tools for making such diagnoses, as
well as effective intervention strategies that can
be used by facilitators whether or not they have
formal authority.
After this session, participants will be able to:
• Explain how to map a change project to
diagnose the effectiveness of current change
management roles and alignment
• Identify strategies for responding to gaps in
roles and alignment, including advocacy
• Identify strategies for skillful response to
reactivity and resistance
Baker, N., MD, Principal, Neil Baker Coaching and
Consulting, LLC; Lefebvre, A., MSW, Associate Director,
UNC–Chapel Hill; Sevin, C., RN, Director, IHI
M18: ThedaCare’s Business Performance
System M
Grand Ballroom Salon 4
Organizations that focus on Lean improvement
strategies face a critical question: How is
transformational work sustained for the long
term? ThedaCare’s lean journey, which started
more than eight years ago, offers some answers to
this question. Its lean management system, the
Business Performance System, is designed to help
managers understand their performance and meet
their targets while developing people and building
effective teams. This presentation will focus on
identifying the point in the lean journey when
a systematic management system is needed to
sustain value stream results and create momentum
around daily continuous improvement.
After this session, participants will be able to:
• Experiment with the core components of
a management system like the Business
Performance System
• Explain the standard work and cascades of
information required to create and sustain a
system of continuous improvement
• Experiment with the integration of lean tools
such as A3 thinking with leadership standards
work to move an organization beyond value
streams
Barnas, K., Senior Vice President, ThedaCare;
Schaffmeyer, M., COO, Care Transitions and
Homecare Division, ThedaCare
get results
M19: Better Quality Through Better
Measurement
Crystal Ballroom Salon D
Good decision-making is based on systematically
collected and analyzed data. This session will
provide participants with a framework and
practical recommendations for avoiding
roadblocks in their quality measurement journeys.
Linking measurement to improvement strategies
will be discussed, and case studies and exercises
demonstrating the application of measurement
principles to health care topics will also be
presented.
After this session, participants will be able to:
• Distinguish between data for research,
judgment, and improvement
• Decide which control chart is most appropriate
for their data
• Link measurement efforts to improvement
strategies
Lloyd, R., PhD, Executive Director, Performance
Improvement, IHI; Scoville, R., PhD, Improvement
Advisor and Consultant, IHI; Little, K., PhD, Principal,
Informing Ecological Design, LLC
M20: Beyond Basics: Using Advanced
SPC Charts M
Harbor Beach
What should we do when the limits on our
control charts are so narrow that all of the data
fall outside them? What about seasonal factors
or rare events? In this session, we explore more
advanced uses for statistical process control (SPC)
charts for health care. Presenters will address T
and G charts for rare events data, Prime charts,
adjustments for autocorrelation and for seasonality,
the use of the CUSUM control charts, and more.
We recommend that participants bring laptops to
this Minicourse to use in data analysis.
After this session, participants will be able to:
• Select the appropriate SPC chart for rare
events data
• Identify when it is most appropriate to use a
CUSUM control chart
• Create a variety of advanced SPC charts using
the Excel templates provided
Murray, S., Improvement Advisor, CT Concepts;
Provost, L., Statistician and Senior Improvement
Advisor, Associates in Process Improvement
M21: Designing and Executing Large-Scale
Interventions for Improving Perinatal and
Infant Outcomes
Key West
What are the underlying drivers of maternal
and infant mortality and morbidity, and what
interventions are most likely to succeed in driving
down the high rates that currently prevail in the
United States? The improvement community has
been working on this issue for many years in the
US and other high-income countries, as well as
in low- and middle-income countries, and what
it has learned can be used to design and execute
successful large-scale interventions for improving
perinatal and infant outcomes. In this Minicourse,
participants will be provided with high-level input
from national and global experts combined with
creative opportunities for planning and executing
large-scale interventions to reduce perinatal
mortality. Although NICU care is a crucial part of
this problem, the Minicourse will focus on non-
NICU solutions to perinatal morbidity
and mortality.
After this session, attendees will be able to:
• Explain the differing epidemiology and causes
of perinatal mortality and mortality in the
United States and other parts of the world
• Describe the use of driver diagrams to explore
causes, measures, and ideas for improving
perinatal care
• Demonstrate familiarity with the different
levels of the system (community, patient,
providers, health facilities, states, nations) that
can be targeted to improve outcomes, as well as
possible designs (collaboratives, campaigns,
policy change, leadership intervention) for
effective large-scale interventions
Barker, P., MD, MB ChB, Senior Vice President, IHI;
Bisognano, M., President and CEO, IHI; Gullo, S.,
RN, Managing Director, IHI; Homer, C., MD, CEO,
National Initiative for Children’s Healthcare Quality
(NICHQ)
M22: Zero Events of Harm: Leading for
High Reliability C
Grand Ballroom Salon 3
To achieve and sustain significant improvement
in patient safety (e.g., zero events of harm), health
care can employ strategies from other industries
that have proven to be highly reliable and safe.
Reliability experts and executives from organizations
where these strategies have been used will share
their experiences and the lessons they have learned
in implementing reliability principles. Lessons
from the science of safety, implementation of a
defined leadership method, and approaches for
a more robust culture of safety will also be
discussed in this Minicourse.
16
24th Annual National Forum on Quality Improvement in Health Care