Discussion 2: Performance Improvement
COHE 6600 Spring 2019
Prepare for discussion:
Read Chapter 12, “Controlling and Improving Performance”
Review and consider:
• IHI improvement methods and tools.
• Lean and Six Sigma methods and tools.
• Quadruple AIM
Discuss:
Discuss methods to approach quality improvement and associated tools.
Case study – from one of your team member’s organizations pick a process that
needs to be improved and develop a statement of what will be improved, flowchart
the process, do a cause/effect diagram, select a PDSA cycle and describe how the
organization might proceed with an improvement cycle. This needs to be a
healthcare example – can be operational process improvement or clinical quality
improvement.
Integrate concepts of change theory into how you would approach introducing the
process change.
Groups may wish to organize discussion by assigning specific portions to each
group member.
Post individual contributions in group discussion board. Each member to submit
one to two articles for inclusion in the final submission and suggest Olden in text
citation that may be included.
Due to the shortness of this assignment: do not use quotes. The final reference list
should include the textbook (Olden, 2015) and at least 5-6 references, depending
on group size. References must include recent scholarly/professional articles from
refereed journals, text books, or published reports (e.g., government, agency,
hospital). Olden is to be cited at least once in the post and include the page number
in the textbook like this (Olden, 2015, p. # or pp. #-#). Agency web sites must be
cited. Do not cite Wikipedia or other non-refereed sources.
Submit: Group leader submits final 750-950-word post in Blackboard >
Groups>Spring 2020 Groups>Group Assignments
Discussion 2: Performance Improvement
COHE 6600 Spring 2019
Managers do 3 things to control performance p. 228
1. Set standards and expectations
2. Monitor and judge performance compared to the standards and expectations
3. Make improvements if standards and expectations are not met well enough
Cross the quality chasm: more efficient, effective, equitable, safe, timely, and
patient centered- 6 outcomes of performance
3 dimensions of performance
1. Structure measures- include available resources, staff, equipment,
competencies, inputs, facilities, and characteristics of the HCO.
Characteristics of how the org. is setup
2. Process measures- What work is done and how, as well as activities that
were involved
3. Outcome measures- these include what happens as a result of the structures
