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Spotlight on Clinical Problem-solving

Spotlight on Clinical Problem-solving

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Spotlight on Clinical Problem-solving

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  1. Spotlight on Clinical Problem-solving When Small Changes Have Big Impact

  2. Describe Ideal Patient Care Discuss what a barrier to Ideal Care is Explain the impact of workarounds in everyday patient care Describe how making small changes one at a time impacts bigger processes Objectives

  3. Adaptive Design Emergency Services Daphne Willwerth, RN, BSN, CEN Manager, Emergency Services Trinity Regional Medical Center Fort Dodge, Iowa

  4. Training • Began training core Adaptive Design Group in June of 2010 • Core Group consisted of ED Charge RNs and EMS Supervisors • Began training 8 hours per week and then decreased to 4 hours scheduled training time per week

  5. Ideal Patient Care The patient and family’s physical and emotional needs are met with compassion in a safe and timely manner.

  6. 4 Rules of Adaptive Design • All work shall be highly specified as to content, sequence, timing, and outcome • Every customer-supplier connection must be direct, and there must be an unambiguous yes or not way to send request and receive responses

  7. 4 Rules of Adaptive Design • The pathway for every product and service must be simple and direct • Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

  8. Observations Work of an individual Communication between individuals Processes (activities + connections) Activities Connections Pathways

  9. Observations • 1 Hour patient pathway observations completed by core group • 1 Hour patient pathway observations completed by all ED and Ambulance staff with assistance of a coach • Began work with A3s

  10. Adaptive Design Process in the ED

  11. Signal Log • Completed by staff when patient does not receive Ideal Care • Coach uses to start A3

  12. Communication A3 • One of our first problems was how do we communicate all of our counter measures

  13. Pre-Shift Huddles • Used every shift to communicate problems and counter measures • Charge nurse to all staff

  14. Monthly Newsletter

  15. Spreading Adaptive Design • Improvements in Signal Form • Pulling more staff into our scheduled Thursday training days • Working A3s with staff involved in the signal • Posting A3s in break room and discussing counter measures with each huddle • Coming in on night shifts to train night staff

  16. A3s to Solve Problems • All Peminics • All core measures that fall out for pneumonia and STEMI • All signaled problems • Performance measures not met on Stroke and Trauma patients • Staffing issues if they impact our ability to give ideal patient care • NDNQI survey results that were lower than comparative data

  17. Increase Staff Involvement • Coaches assigned to specific staff • 1 hour classes on Thursday morning during shift changes • Work department A3s during ED and EMS Unit meetings (e.g. ED Noise levels)

  18. Impact on the ED

  19. Vitality Survey

  20. Vitality Survey

  21. Mean Trends Emergency Department - Acute Trinity Regional Hospital Overall Acute Emergency Department Overall Displayed by Discharged Date

  22. Mean Trends Emergency Department - Acute Trinity Regional Hospital Question - Likelihood of recommending Acute Displayed by Discharged Date

  23. Mean Trends Emergency Department - Acute Trinity Regional Hospital Question - Staff cared about you as person Acute Displayed by Discharged Date

  24. Mean Trends Emergency Department - Acute Trinity Regional Hospital Question - Overall rating ER care Acute Displayed by Discharged Date

  25. Lessons Learned • One patient, one problem at a time • Focus on Ideal Patient Care • Observe for opportunities to solve problems with the A3

  26. Using Adaptive Design to Improve Admission Core Process Work Jim Abel, RN, BSN Cathy Hunt, RN, BSN St. Luke’s Cedar Rapids

  27. Admission Core Process • Set Direction • Observations • Document Current State • Identify workarounds and barriers to Ideal Patient Admission (signals) • A3 problem-solving

  28. Ideal Admission Process “The admission process accommodates the wants and needs of my family and me safely and without waste and it provides my caregivers with the information necessary to care for me.”

  29. Admission Core Process • Observations • Direct and ED Admissions • Adult and Pediatrics • Patient • ED pod RN, ED charge RN • Physicians (ED, admitting) • Bed Placement • Admission Center RN • Inpatient charge RN, bedside RN, secretary • Documented current state • Identified barriers to ideal care and workarounds (signals) • Patient Family Advisory Council • Frontline staff

  30. A3 problem-solving • Signal: I was not an appropriate patient for the room I was assigned • Root cause: ED charge nurse who provides the information to bed placement does not have a full picture of the patient and is a loop in the connection between the customer who has the full picture (ED pod RN) and the supplier (bed placement) • Countermeasure: Remove ED charge nurse from process and have direct connection between ED pod RN and bed placement

  31. Adult transfers-1st 24 hours

  32. A3 problem-solving • Signal: My home medication list wasn’t ready for my admitting physicians when he/she wrote my admission orders which resulted in many workarounds • Root cause: There was no specified process for getting a complete and accurate home medication list prior to physician writing orders • Countermeasures: • Admission nurses now work out of the ED • Prioritize completion of the home medication

  33. Home Med Documentation

  34. Teams Own Most difficult part of process Teams Adopt Change Process to Team Ownership Teams Understand Leaders Communicate to Organization Leaders Set Direction

  35. Countermeasures • Train med/surg managers and supervisors in Adaptive Design using four week “cohorts”: Twelve 5 hour days of learning • Develop Standard Work Process Guides • Encourage real-time coaching of new work processes

  36. The real key to stabilizing and sustaining work is…… Patience and Perseverance

  37. My Patient StoryCultural Diversity & Fall Aimee Derby Assistant Nurse Manager- 5A St. Luke’s Hospital- Sioux City

  38. Story Dialogue Utilized by Adaptive Design Methodology Elderly Hispanic gentleman hospitalized on Surgical/Oncology floor. Married with adult children- wife and son visiting, present in patient room. Patient and wife spoke Spanish only, adult children bilingual. Patient and family had been previously instructed to call for help with ambulation. Current State: Patient attempted to ambulate without help and fell while wife and son sat in room and watched.

  39. Nurse arrives in room and assists patient back to chair. Patient had no apparent injuries. Nurse spoke to adult son who explained in his culture, children are expected to be obedient and respectful toward parents; therefore, he is not comfortable telling his father not to get up alone. Traditionally, father is head of household and holds ultimate decision-making authority.

  40. Action Plan Applied personal alarm to patient when up Created a sign in Spanish that stated “Call Don’t Fall” to hang in the room as a visual reminder Reinforced with staff in daily huddle the cultural implications of Hispanic family dynamics and safety Reinstructed patient and family to call and wait for staff assistance before attempting to get up

  41. A3

  42. Hospital Admit vs Population Diversity

  43. Decrease in Fall Rates First Quarter (Jan-Feb 2010)- 7.41 falls per 1000 patient days First Quarter (Jan-Feb 2011)- 3.21 falls per 1000 patient days

  44. Why the Decrease? Reliable Rounders Program (initiated in March 2011) Communication (shift huddles, bedside report, white boards, fall signage) Safety Devices (personal alarms, bed alarms, low beds, fall mats) Patient-Family Centered Care (engaging the family)

  45. Bedside Shift Report Sarah L. Scott, B.S.N., R.N. Allen Hospital

  46. To begin… • A problem was signaled involving shift report • The patient was not being kept informed • The nurse wasn’t receiving the information needed to care for his/her patients • Thus, observations were made and an A-3 was completed

  47. Observations • Observations were completed by nurse managers and staff nurses • It was observed that shift report was not consistent • The current state was: shift report was occurring at the nurse’s station, hallway, outside of the patient room, and at the bedside • A consistent tool was not being utilized across the medical-surgical units