Everyone Improving, Everyday
Quality Improvement for Everyone
Improving what I do in my job, any day / every day, is a critical part of building an organization culture of improvement. To continue developing this philosophy the PA Department of Health sought to provide staff members with basic improvement knowledge & skills to identify, evaluate, and implement individual or small team workplace and work process improvements and better participate in larger improvements.
The right chart illustrates the average knowledge increase (before vs. after training) for each of the areas of focus. On the 1-5 scale, participants moved from scores of 2 to 4.
The radar chart provides the average knowledge increase in the understanding of continual quality improvement and the improvement cycle based on the before and after survey data, segregated by course.
- All of it – What is very helpful is that my supervisor will also attend the training, so she will understand the process too.
- I am the training specialist focused on supervisory and leadership growth and development. This will be very useful in training these staff and reinforcing training received in your workshops.
- The templates/outline and ppts to help explain. Thanks – great job! Excellent examples and discussion.
- I will refer to the forms of waste and problem solving card. The workshop was great. Thank you!
- Waste identification factors (the wallet card is going on my wall!)
- I would like to see a second level course offered in a year.
The organization wanted to expand their quality improvement knowledge, skills, and abilities so more staff utilize the improvement process and methods to meet the challenge of providing better health outcomes for its customers (effectiveness) while providing them in an environment of fiscal challenges (effectiveness).
Approach / Methods
- Provided three QI for Individual Contributor interactive training sessions, for a total of 34 individuals
- Training was based on a “Tell-Show-Do-Recycle (feedback and learning)” learning structure.
- The session covered the foundational QI concepts & methods of a) understanding of quality improvement principles, identifying waste & value, b) details in the key steps of goal setting and project measures, c) reading & evaluating work process maps, d) performing basic problem solving (5 Whys), e) establishing plans to implement actions/solutions.
- Participants immediately applied their learning by Doing; the concepts or methods were practiced on individual work problems brought to the session.
- Provided the training to 8 department leaders that consists of the same material provided to performers plus tips and guidance on supporting performers’ QI activities.