| A | B |
|---|
| days to provide additional info to TJC | 10 |
| Lean Six Sigma | processes, policies, procedures for less VARIATION less NEG OUTCOMES |
| CTQ | critical to quality measures |
| critical to quality measures | must be met to satisfy the consumer |
| most necessary step to eval. success of process improvement | executing the pilot study |
| purpose of project charter | written agreement describing reason, goal, scope, budget, roles of team members of project |
| main task of leadership team in strategic planning | develop strategies |
| important issue to decide before meeting | define objective |
| S in SIPOC | supplier |
| I in SIPOC | inputs |
| P in SIPOC | process |
| O in SIPOC | outputs |
| C in SIPOC | customer |
| fiduciary duty to care | prudent, good faith, make decisions in the best interest of the organization |
| use scorecards & dashbaords to | highlight areas for addiitonal training around processes & procedures |
| purpose of process mapping | visual representation to id areas redundancy & lacking customer value |
| forming step of Tuckman's model | electioin/introduction of team members |
| important for team communcation | recognize contributions and reinforce newly developed skills |
| credentialing related to | licensing |
| privileging related to | performance and qualifications |
| scorecards measure | individual performance vs. goals |
| dashboards measure | quality measure tools comparing different reports or diverse datasets |
| work performance data | raw data related to the occurence of specifc tasks |
| project charter provides | visual roadmap for process improvement |
| KPI | key performance indicator |
| KPI's are | measurable dataa indicates whether goals & objectives are attainable |
| correlation | dependent relationship between two quantitative continuous variables (neg. or pos) |
| data management | acquiring, validating, storing, proteacting, processing data |
| evaluate processes frequently to | eliminate waste & reduce risk |
| first step preparing for an accreditation survey | discuss w/staff successes of departments |
| policies & procedures | ensure pt. safety & include TJC NPS goals |
| storming phase of Tuckman's | conflict resolution of communication (diffusing/quieting) |
| norming phase of Tuckman's | members assume responsiblity for roles , recognize strenghts, resolve differences |
| performing phase of Tuckman's | doing the damn work? |
| adjuring phase of tuckmans | project closes, team moves on |
| root cause analysis does ALL of these | id cause of events, eval. pt. safety, answers "why" questions |
| dashboards enable management team to | visually analyze the KPI's of each individual |
| fishbone diagram | depicts the factor or root cause for an event or outcome |
| purpose of KPI's | contain measurable data indicate whether the goals / objectives are attainable |
