what should be planned to improve quality in ha icu?
TRANSCRIPT
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What Should be Planned to
Improve Quality in HA ICU?
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Quality in ICU – 10 Ideas
HY SoMBBS, MSc, FANZCA, FCICM, FHKCA, FHKCA(IC), FHKAM(Anaesthesiology),
FCCM, FCCP, EDIC, FCQI, CQP, CMQ(ABMQ), CQM(ASQ)
Service Director in Quality & Safety, NTEC
Consultant in ICU, PWH
Hon Treasurer, APACCM
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Crossing the Quality Chasm: A New Health System for the 21st Century. Institute of Medicine, 2001.
• Safe
• Effective
• Patient-centered
• Timely
• Efficient
• Equitable
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”The success of intensive care is not to be
measured only by the statistics of survival, as
though each death were a medical failure. It is
to be measured by the quality of lives
preserved or restored, the quality of the dying
of those in whose interest it is to die and by
the quality of relationships involved in each
death".
Dunstan GR: Hard questions in intensive care. Anaesthesia 1985, 40:479-482
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The development of our knowledge of the
circulation has been bedeviled by the fact
that the measurement of blood flow is
complicated whereas the measurement of
blood pressure is easy. This has resulted in
the blood pressure manometer exerting an
almost hypnotic influence, though most
organs don’t need pressure but flow.
Adolf Jarisch, Junior 1928
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Lamp Post Effect
We look for the lost keys under the lamp post because that is where there is light.
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> ortality
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Battles JB. Qual Saf Health Care 2006; 15(Suppl I):i1-i3
Patient-
Centred
Safe
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Every profession is a conspiracy
against the laity.
George Bernard Shaw, The Doctor’s Dilemma (1906)
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Informed Consent
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Quality & Safety
• Patient’s Voice must be heard
• Relationship is key
• Denial is our largest threat
• Context is Everything
Hugh MacLeod, CPSI. HA Convention, 7th May, 2012
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atient
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Peter Senge. The Fifth Discipline. Currency, 1990.
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Rothen et.al. Intensive Care Med 2007; 33:1329-36
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Quality
Access
Resource
Workload
Steven Covey. The Seven Habits of Highly Effective People. 1989
Production Production
Capacity
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ustainability
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In 2009, low hand-hygiene rates
are generally not a systems
problem anymore; they are
largely an accountability
problem.
Watcher RM, Pronovost PJ. NEJM 2009; 361:1401-6
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"Culture eats strategy for
breakfast."
Peter Drucker
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Bosk CL, et.al. Lancet 2009; 374:444-5
The mistake of the “simple checklist” story
is in the assumption that a technical
solution (checklists) can solve an adaptive
(sociocultural) problem.
To improve safety, health care needs to get
the technical and adaptive work right.
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Slogan for promotion of Surgical 123, Department of Surgery, Prince of Wales Hospital
有制度制度制度制度, 冇態度態度態度態度, 点搞都喺一條死路
有填Form, 冇心肝,病人一樣亂比人劏
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Sexton JB, et.al. Crit Care Med 2011; 39:934-9
A patient safety program designed to
improve teamwork and culture was
associated with significant
improvements in overall mean safety
climate scores in a large cohort of 71
intensive care units.
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Hong Kong College of Anaesthesiologists. IC-13 Formal Projects
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ngagement
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Donabedian
Model
Structure
Process
Outcome
Donabedian A. Milbank Memorial Fund Quarterly, 1966, 44: 166–206
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Outcome Measure
Do patients care about this? Yes, very important to patients
Do providers care about this? Yes, however, providers are wary of confounding and
may request risk-adjustment models
Obtain from routinely collected data? Sometimes; additional data that are not routinely
collected may be needed
Interpretable for feedback and quality
improvement?
Difficult for providers to definitively know where to
target efforts because outcomes are usually affected
by several different processes
Directly measures prevention? No
Need for risk adjustment? Yes, need different models for each outcome
Time needed for measurement? More (for risk-adjustment)
Sample size requirement? Larger
Curtis JR, et.al. Crit Care Med 2006; 34:211–218
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Process Measure
Do patients care about this? Less understandable to patients
Do providers care about this? Yes, it relates directly to what providers are doing
Obtain from routinely collected data? Usually
Interpretable for feedback and quality
improvement?
Provides clear feedback about what providers are
actually doing
Directly measures prevention? Yes
Need for risk adjustment? No, however, need to clearly define eligible patient
Time needed for measurement? Less
Sample size requirement? Smaller
Curtis JR, et.al. Crit Care Med 2006; 34:211–218
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Donabedian
Model
Structure
Process
Outcome
Donabedian A. Milbank Memorial Fund Quarterly, 1966, 44: 166–206
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Not again!
There is no remedy to be found in
selecting heroes, nor in seeking
Superman.
The remedy is in changing systems of
work. The remedy is in design.
Berwick DM. BMJ 2001; 322:247-8
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Pronovost P, et.al. NEJM 2006; 355:2725-32
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rocess
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Evidence-based medicine (EBM) /
Evidence-based health care (EBHC) is
the conscientious, explicit and
judicious use of current best evidence
in making decisions about the care of
individual patients.
Sackett DL, Rosenberg WM, Gray JA, Haynes RB, Richardson WS BMJ 1996; 312 (7023): 71–2
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vidence
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Analyze-Think-Change
Kotter JP, Cohen DS. In the Heart of Change. Boston, Harvard Business School Press 2002
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Fundamental Attribution Error
What looks like a person problem is
often a situation problem
Lee D. Ross In Berkowitz L. Advances in Experimental Social Psychology 10.
New York; Acamdenic Press 1977; pp 173-220
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Cabana MD, et.al. JAMA 1999; 282:1458-65
Knowledge Attitudes Behaviour
Lack of Familiarity
Lack of Awareness
Lack of
Agreement
with Specific
Guidelines
Lack of
Agreement
with
Guidelines in
General
Lack of
Outcome
Expectancy
Lack of Self-
Efficacy
Lack of
Motivation
Patient Factors
Guideline
Factors
Environmental
Factors
Barriers to Guideline Adherence
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Shojania KG, Grimshaw JM. Health Affairs 2005; 24:138-150
Quality improvement strategies,
just like medical interventions,
need to rest on a strong
evidence base.
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Chip & Dan Heath. Switch. Random House 2011
Direct the Rider Motivate the
Elephant
Shape the Path
Follow the bright
spots
Find the feeling Tweak the
environment
Script the critical
moves
Shrink the change Build habits
Point to the
destination
Grow your people Rally the herd
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Kato PM, et.al. Paediatrics 2008; 122:e305-17
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Patterson K, Maxfield D, McMillan R. Switzier A. Influencer: The Power to Change Anything. VitalSmarts 2008
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mplementation
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Your local results depends on
• Evidence – yes 20%
• Your implementation capability 30%
– Skilled project team, project management system, data collection and feedback, progress reporting and fast tracking changes by senior management.
• Context – 50%
– Your organisation: leadership, culture, current changes
– External environment: financing system and regulations
John Ovretveit, Karolinska Institutet. ISQua 2012, 23rd Oct, 2012 Geneva.
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• Its not just what you do – the change
• It’s the way you do it
– whether you get the change
• And where you do it
• your organisation and
financing/regulations
• helps and hinders you getting the
change
Evidence
Implementation
Context
John Ovretveit, Karolinska Institutet. ISQua 2012, 23rd Oct, 2012 Geneva.
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Quality & Safety
• Patient’s Voice must be heard
• Relationship is key
• Denial is our largest threat
• Context is Everything
Hugh MacLeod, CPSI. HA Convention, 7th May, 2012
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Tim Shaw, University of Sydney. ISQua 2012, 22nd Oct, 2012, Geneva
Tacit Knowledge
Conversational - spontaneous
Push
Tell Ask
Pull
Publish Search
Explicit Knowledge
Pre-prepared, edited
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ontext
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Who wants to improve quality?
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wnership
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Quality & Safety
• Patient’s Voice must be heard
• Relationship is key
• Denial is our largest threat
• Context is Everything
Hugh MacLeod, CPSI. HA Convention, 7th May, 2012
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Benchmarking is the process of
comparing one's business processes
and performance metrics to industry
bests or best practices from other
industries.
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Supportive
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Sir Liam Donaldson, ISQua 2012. 22nd Oct, 2012, Geneva.
We should focus on things that
keep us together.
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ogether
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ortality
atient
ustainability
ngagement
rocess
vidence
mplementation
ontext
wnership
ogether
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hank ou!