1 / 22

Internal Process Model

Internal Process Model. Monitor Role Competency: Managing Collective Performance. Agenda. Brainstorm check-in improvement options See demonstration of control chart program Complete remaining scenarios Review as a class. Learning Goals. Be able to:

kapono
Télécharger la présentation

Internal Process Model

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Internal Process Model Monitor Role Competency: Managing Collective Performance

  2. Agenda • Brainstorm check-in improvement options • See demonstration of control chart program • Complete remaining scenarios • Review as a class

  3. Learning Goals Be able to: • Distinguish between special and common causes of variation • Describe how you would use control charts as a tool of TQI • What their purpose is • When you use them • How they help distinguish type of cause

  4. Patient Check-In Process Using Fishbone Diagram to Develop Improvement Ideas

  5. Every Process Has Variation • Time to feed nursing home patients • Frequency of nosocomial infections • Days in accounts receivable

  6. Two Basic Types of Variation • Common Cause: Due to interactions of variables within processes • Inherent in the process as it now occurs • Special Cause: Due to specific causes • “Assignable” • May be attributable to an individual

  7. Two Frequent Mistakes • Mistaking common cause variation for special • Mistaking special cause variation for common

  8. Special Cause Variation • May not need to fix at all • May be fixed by adjusting one or two things • Just involves 1-2 people

  9. Common Cause Variation • Won’t change unless you change one or more factors in the process • Best fixed by all the process ‘owners’

  10. The Rule is… • First remove special causes and then change the fundamental process

  11. We Use Control Charts to • See how variable the process is • Determine if special or common cause • Find out what effects changes have made

  12. Run chart: Display of data in the order in which they appear Control Chart: Run Chart with upper and lower control limits

  13. Upper and Lower Control Limits • UCL = x-bar + 3*(r-bar/1.128) • LCL= x-bar - 3*(r-bar/1.128) • Where R-bar = sum of ranges/# ranges • 1.128 is a statistically derived constant

  14. How Many Data Points Do You Need? • At least 25 • This provides context

  15. Control Charts: What Type of Chart to Use for Different Types of Data

  16. Attribute Data: Defects (Counts) • # times an event of interest occurs in a given period • Number of failures • # infections/1000 patients • # service interruptions in a given time • # complaints/month • U Charts (variable sample size)

  17. Attribute Data: Defective (Proportion) • How many events failed out of a given total • What % went wrong • Bad x-rays • Phone calls where caller hung up • Patient treatments interrupted • Proportion of staff calling in sick • P charts (variable sample size)

  18. Variable Data (Continuous) • Can theoretically assume infinitely variable values • Amount of substance present in sample • Time to complete a task • Dimensions of a wound • Flow rate of a liquid • X charts

  19. How to Interpret Control Charts Three lines: • Median (average) • Upper Control Limit • Lower Control Limit

  20. How To Interpret Control Charts • 1: Unusually large or small values • 2c: Shifts in the middle value • 2d: Trends • 2e: Zigzags

More Related