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Top 10 Quality Improvement Project Templates with Examples and Samples

Minakshi Arora

Quality Improvement is the one area of business that has seen a revolution over the past five decades. Be it a product or service, the quality has improved manifold. It is, however, not an accident that the quality of the device you are reading is so much better than just a couple of years ago.

Quality Improvement is a central focus area for enterprises today. It is continuous improvement in how products interact and interface with their customers to provide them with the highest quality of experience possible. Remember the dial-phones; compare them to your iPhone's one-touch speed dial facility today. Now, do you see the point of quality improvement? 

Understand the importance of project quality management with this complete guide to executing it in projects with templates.  Click here  to access world-class presentation templates on project quality management. 

For day-to-day purposes, however, quality improvement is an incremental process that tackles one issue at a time. For instance, the Japanese auto major Toyota follows quality improvement as a daily mission. For businesses like yours, quality improvement must also be a daily vow. Such an approach resolves your pain point of attracting and retaining customers as your product quality quickly grows by leaps and bounds. 

To this end, SlideTeam has curated PPT Templates on project quality improvement to help you take to quality. From customers to finances, these presentation templates provide the ultimate solution to upgrade quality significantly. 

Each of these templates is 100% customizable and editable. The content-ready nature provides the much-needed structure, while the editability feature lets you tailor each slide to your audience's unique tastes and preferences. 

Let us explore these templates now!

Template 1: Quality Improvement PowerPoint Template Bundles

Understand the three phases of product quality improvement using this complete deck that highlights a company's three quality improvement models. Also, get a separate slide on four essential tools for quality improvement, and four fundamental quality improvement principles for successful initiatives in healthcare. This comprehensive hands-on presentation template also addresses how to maintain and create a quality improvement roadmap.

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Template 2: Five Steps for Project Quality Improvement

Efficient working is the best indicator that quality people are at work on quality business processes. This presentation template showcases five project quality Improvement steps essential for an efficient enterprise. These are front-loading the work; creating a great project team; setting the start and end dates; making the project easy with numeric goals, and being mindful of sustainability. Use this PPT Layout to ensure the client is impressed with your efforts to resolve all major pain points in getting quality to business processes are resolved. For instance, creating a checklist is vital in front-loading tasks. Download this practical solution to everyday business woes now, and be known for quality improvement efforts.

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Template 3: Quality Improvement Project with Process and Equipment

Quality Improvement is not meant to be an intellectual concept alone. Businesses must have a concrete plan in place to ensure they get on to the highway for Quality Improvement and make significant improvements every day, every hour. This PPT Template illustrates product Improvement project execution with the four key inputs of process, process equipment, steps in the ideal approach, and tools. For instance, businesses will take the sample process steps before an imminent product inspection for specifications and performance internally with appropriate tools like a dynamometer. Get this template now to start an exciting product quality journey.

Template 4: Planning Sheet  for Project Quality Improvement

At the end of the day, it is the action that results in getting any quality improvement plan going. This slide tabulates the significant pillars, activities, and tools required for product quality improvement. The four central pillars to improve project quality are customer satisfaction, process enhancement; fact-based management, and drawing-empowered performance. Use this presentation template to highlight your expertise in how defining a quality management plan is a crucial activity for process improvement. The tool for creating this could be the fishbone diagram.

Template 5: Quality Improvement Plan for Project Management

The presentation template digs deep into designing a quality improvement plan, which includes the four steps: Act, Check, Plan, and Do. These include tools and methods like project progress reports; auditing results; studying performance indicators, installation testing, auditing, project schedule, training and development schedule, etc. For example, Act is the more fundamental step of seeking management commitment and taking corrective in real-time. Do, however, is the more detailed, tasks-oriented work of reviewing product requirements, installation, measuring, testing, and auditing in this model of the quality improvement plan.

Template 6: Data Quality Improvement Process Icon for IT Project

The three-staged model for the data quality improvement process needs to start with better sourcing, categorization, and extremely careful and state-of-the-art analysis. This PPT Template gives you those three steps and wonderful, gorgeous icons. These depict how well the quality improvement process is carried out through a committed team, always. The gears are constantly in motion.

Template 7: Projected Company Growth Rate Highlighting  Revenue and Action Plan for Quality Improvement in BPO 

This slide highlights the projected company growth rate. The presentation template illustrates how revenue, operating income, acquisition-related expenses, and restricting costs contribute to quality and ways to ensure that investment into increasing these reflects in quality improvement. The two major quality parameters of business, like adjusted operating income and amortization of intangibles, are numbers that owners need to be mindful of for quality improvement (can be achieved earlier or in a lower time than before). The PPT Layout also gives the targets for the quality improvement effort in terms of expected growth in five years in terms of revenues.

Template 8: Cost of Software Quality Improvement Process Improvement Project Success

Quality is a concept that can be hard to attain and easy to cut corners with. Yet, if defects are found, especially in software development, the cost of rework can be high. This slide gives enterprises an idea about the costs of software quality data. The visually-oriented layout depicts these costs in the graph regarding performance, rework costs, appraisal efforts cost, prevention, defects, etc. Over time, businesses have to aim at lowering the percentages of each of these costs, especially the cost of maintaining quality and the efforts toward improving it.

Template 9: Activities to Enhance Product Quality Improvement

This presentation template provides information on activities businesses can undertake to sustain product quality improvement in their existing markets. Businesses can tabulate these seven key focus areas to master in this slide, with improvement initiatives mapped to each. For instance, raw material quality for your product has to be top-class and always be on the path of continuous quality improvement. The improvement initiative to achieve this is that the companies must enter into a written purchase agreement. The other activity to improve quality under this focus area could be to have a detailed reporting structure under centralized purchasing. Similar hands-on, practical solutions are highlighted in this innovatively-designed presentation template.

Template 10: Continuous Improvement in Project-Based Organizations Costs  of Software Quality Improvement

Dispense quality and credible information and thoroughly explain the costs of software quality improvement using the given slides. Again, the second graph shows how quality management costs decline as you implement cost management methodologies. The design, with the coins to the left of the slide, impresses with its attention to detail. Download now to attack your unnecessary costs and make a tangible difference in quality with your continuous efforts.

Master Continuous Quality  Improvement Now !

In quality improvement efforts, the key to consider is the nature of the change you want. Is it the result you want to change? Or do you want to champion daily, continuous improvements that combine to give you something transformational? The history of quality improvement favors the 2nd option, though the result changes with minor incremental quality improvements. Yet, the management efforts need to be on the processes. The results, ultimately, fall into place with sustained efforts made over a length of time. 

PS: Do you want to plan your decisions based on accurate, solid, updated information. Get the best information management plan templates from SlideTeam with a click here .  

FAQs on Quality Improvement

What is an example of a quality improvement project.

Quality Improvement is an organized way to judge how things are done, especially in business processes. After this evaluation, one must suggest changes to improve outcomes or results. An example of a quality Improvement project is to decide to improve the success ratio of students at passing a state-mandated exam of a government. Getting this outcome will involve the four stages of planning, doing, studying, and acting. This model of quality Improvement treats the issue as a problem. There are other models, too, that treat business processes as opportunities to improve outcomes. 

What are the four steps in the quality improvement cycle?

The Quality Improvement Cycle involves the four steps of Plan: setting goals, making a prediction, and planning data collection. The second step in the cycle is Study. This includes completing data analysis, reviewing the lessons from step 1, and deciding on a course of action. The third part of the cycle has the company or the organization implement and evaluate the results that the data has thrown up and take a call on the following process. In the final step of the cycle, which is DO, enterprises test the new plan and document problems. This is also the step where issues are reassessed, and improvements to quality improvement are revised. Remember, the cycle is a continuous process and never stops. 

What are the five types of quality improvement?

The five types of quality improvement interventions are arrived at based on the central issue the Plan deals with. Hence, these can be customer-driven; leadership improvements over time; significant upswing and improvements in process quality; working on polishing the culture in business. Finally, the fifth type of quality improvement plan fosters a culture of involvement and ownership. Everyone from the janitor to the CEO feels equally responsible for the events guiding an enterprise's future within their spheres of influence. In each of these areas, specific goals can be set and achieved.

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• UNC Chapel Hill

Effective quality improvement presentations are designed to capture the hearts and engage the minds of the audience. Presentations that are too data heavy can be dull and hard to follow while presentations that rely too much on anecdotes and sentimentalism can come across as lacking scientific merit. The following presentation guidelines and elements will help you create a quality improvement presentation that captures the best of both worlds.

Presentation Guidelines

• Presentations should be engaging and stimulating.
• Presentations about quality improvement projects lend themselves to a narrative format so your presentation should tell the story of your project including the highs & lows, twists & turns.
• Improvement is all about trial and error so it’s critical that your presentation reflect some of the error!
• Emphasize the value your improvement project provides to patients, families and clinicians.
• Rehearse and time your presentations.

Presentations should address these elements

• Project Aim
• Explanation of Need for Improvement
• Patient Perspective (or care team member perspective if patient perspective not appropriate)
• Annotated Run Charts (2-4) – the annotations help you tell the story of the project
• Sustainment Plan
• Spread Plan (if appropriate)

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Free Quality Improvement Powerpoint Templates

Quality Improvement

Transcript: Quality Improvement "If you think adventure is dangerous, try routine. It is lethal." - Paulo Coelho What's Been Going On? Training Program Projects & Support Dental Patient Satisfaction Survey Development PDSA Review Lunch N Learn 80 People 2 Tribes Success Stories Methodologies Quality Tools Launched Webinar Series Training Program New Projects

Transcript: Treatment -turn patient as often as ordered -thorough assessments -recognize the value in taking preventative measures! Why is it important to chart? Concerns Huddles, another way to improve quality. What is a huddle? Summary The interdisciplinary team approach creates teamwork, collaboration, and communication. This improves quality of patient safety and care. A group of healthcare professionals from diverse fields who work in a coordinated fashion toward a common goal for the patient. An example of this team in action is joint rounding. At Menorah, these rounds were done with the nurse, charge nurse, and sometimes pharmacy & dietary. -Risk for infection -Pain management -Patient's low nutritional intake Why do huddles work? Prevention is Key! How could this have been prevented? It's important to remember this team is part of a system of care that affects outcomes for patients and family members. Freedom Rider - Use of data & improvement methods Heather Biggar - Interdisciplinary team & huddles Brian Buhman - Patient background & diagnosis Allison Martinez - Root analysis of the patient situation Sarah Blackman - Provider education Michelle Kim - Charting: Skin Breakdown Kerry Blankenship - Summary of competency Analysis of the Patient Situation Our voice as a patient advocate Appreciate the value of what individuals and teams can do to improve care Identify the "gaps" between local and best practices Use definitive measures to evaluate the effect of the change HAVE THE COURAGE TO SPEAK UP!! *Who was involved? Which departments? *What factors contributed to the patient's skin breakdown? They demand rapid team formation & preparation at the practice level. They allow the team to: *Problem solve *Educate each other *Communicate *Improve quality of care -If you don't chart then..... -Legal matters -Improved quality care of patient with ongoing treatment -Shift changes Much like a football team before a play, the Med/Tele unit at Menorah huddles at the same time and the same place before every shift. -Paraplegic -PVD -Bilateral AKA -Intracranial bleeding -End stage renal disease -Multiple stage IV pressure ulcer wounds Who makes up this team? Interdisciplinary Team Credits Physician(s) Nurse Charge Nurse Nursing Student Wound Care Nurse Respiratory Therapy Occupational Therapy Physical Therapy Dietary Pharmacy Use of data to monitor the outcomes of care processes and use of improvement methods to design and test changes to continuously improve quality and safety of health care systems. Why do you chart? -Chart initial assessment -Chart physical changes (skin integrity & odor) -Pain meds helpful? -What labs were done? Results? Mobility Systemic Process ID Potential Causes Develop Strategies Measured Care A short 5 minute period, prior to shift, when the charge nurse goes over important items. Examples: *Departmental issues *Core measures *Potential problems, like skin breakdown in our patient that Brian will later describe. Education! Patient X Patient History -what movement can the patient tolerate? -how to move the patient appropriately -proper body mechanics -ask for assistance Charting: Skin Breakdown Quality Improvement Definition of Quality Improvement: -Repositioning -Support surfaces -Antibiotics -Cleaning -Packing and bandaging Huddles Fundamental Concept

Quality improvement

Transcript: Efficient: Prevent waste of equipment, supplies, ideas and energy Questions to Ask for Patient Centered Care 1. Total Quality Management (TQM) 2. Continuous Quality Improvement (CQI) 3. Continuous Process Improvement, Statistical Process Control, and Performance Improvement (PI) determined by customer needs and expectations health care quality management is specifically related to the quality of health care services provided Customer's perspective must be considered, including interactions with personnel as well as the service they receive. Brittany Jones & Stephanie Gilson Transfer of Accountability rather than a basic update Language of discussion should allow for patient understanding Encourage patient to contribute or ask questions as they feel necessary What is the most important thing I could do for my patient at this moment? How can the patient or family participate in assessing the patient's pain and determine the best pain management plan? How can I assist family members with visiting hours and access to their family member to reduce anxiety and include them as partners in care? patients are subjected to at least one med error per day 25% of patients do not receive care that is recommended, related to socioeconomic/racial reasons 98,000 patients are killed each year from medical errors Caused by: overuse of expensive invasive technology underuse of inexpensive care services error-prone implementation of care that could harm patients and wast money Need for Quality Improvement Chaboyer, W., McMurray, A., Johnson, J., Hardy, L., Wallis, M., & Chu, S. (2009, April). Bedside Handover, One Quality Improvement Strategy to "Transform Care at the Bedside". Journal of Nursing Care Quality, 24(2), 136-142. Cherry, B., Jacob, S. (2014). Contemporary Nursing: Issues, trends, & management. Missouri: Mosby. Transforming care at the bedside. (2015). In Institute for Healthcare Improvement. Retrieved from http://www.ihi.org/Engage/Initiatives/Completed/TCAB/Pages/default.aspx Weston, M., & Roberts, D. W. (2013, September). The Influence of Quality Improvement Efforts on Patient Outcomes And Nursing Work: A Perspective from Chief Nursing Officers at Three Large Health Systems. In The Online Journal of Issues in Nursing. Retrieved from http://www.nursingworld.org/Quality-Improvement-on-Patient-Outcomes.html Equitable: Providing care that does not vary in quality because of gender, ethnicity, location, and socioeconomic status Transforming Care at the Bedside (TCAB) Safe: Preventing injuries from care that is meant to help them Timely: Reducing wait and harmful delays for those who receive and give care Groups of 2 or 3 Short skit on bedside handoff Each group with have a specific handoff characteristic to portray Handoff activity Patient Centered: Providing care that is respectful and responsive to patient preferences, needs and values Effective: Provide services, based on science, to all and only those that could benefit Quality improvement Bedside Handoff Quality Management 6 guiding aims for improvement for every individual and group involved in the provision of healthcare Categories: Safe and reliable care Vitality and Teamwork Patient Centered Care Value-added Care processes Three Cornerstones of Quality Management Bar code med administration Use of smart infusion pumps Available online resources Mandatory education modules for employees Examples of Quality Improvement References Improvements: Use of Rapid Response teams Communication Models Enhance preceptorships and educational opportunities Redesign workspace for efficiency STEEEP

Transcript: Quality Improvement By: Perpetue Obama, Rikira Smith, Tiffany Ekstrom, Catalina Gonzalez, Brianna McNabb, Robyn Calvio, Eric Debrah, & Stephanie Zafra Johnson, Carson, Tucker & Willette, 2003 A Nurse’s role is to be an active participant in a hospital’s quality improvement process “QI strategies models are important to increase hospital response when current systems do not work effectively or when improvement is needed in a system to increase patient outcomes (Wickman et al., 2013)” “Nurses share accountability to ensure quality and safety of the healthcare system (Wickman et al., 2013)” QI disadvantages Lack of research evidence Implementing changes too fast Different QI language QI Implications All nurses share QI responsibility Lifelong QI education Publications of QI process and findings Implement creative QI activities Constant communication and collaboration Haemodialysis staff are at high risk of exposure to blood-borne viruses. Therefore it is important to identify the risks and find ways to decrease them. This QI project was conducted during the 2nd quarter of 2011 until the 2nd quarter of 2012. In this research 19 haemodialysis clinics across Australia and New Zealand were studied. Incident reports on the risk management system were evaluated twice every week for three months. Needlestick injury preventive measures and prevention protocols were implemented in order to reduce the risk of future occurrences. “The majority of sharps-related injuries occur after use and before and during sharps disposal” (Chenoweth, 2013). After staff training sessions and new protocols there was a decrease of 47% in needlestick injuries. “Awareness of needlestick injuries and safe work practices needs to become a part of a dialysis culture with ongoing education, auditing of policy compliance followed immediately by more education and introduction of needle-safe devices” (Chenoweth, 2013). QI: Patient safety and Increased Workflow Proficiency (Bar Code Medication Administration-BCMA) Morriss, et al (2009). Pyxis Quality Improvement Staff on a 28-bed medical telemetry unit learned the steps of effective nurse-led quality improvement through their participation in the Transforming Care at the Bedside initiative. Quality Improvement vs. Traditional Problem Solving Using Plan, Do, Check, Adjust (PDCA) cycles, staff generated and trialed solutions for unit-based problems. The use of PDCA cycles allowed the team to test several solutions to the problem before choosing a simple, inexpensive measure that made a substantial, positive impact on team vitality, patient care quality and safety, and the effectiveness of the care team. Successful implementation Leadership is a crucial component of the nurse-led quality improvement model because formal unit leaders must act as the coaches, supporters, and mentors of staff innovators, especially during the early stages of the process improvement. Identifying nurses willing to engage actively as improvement change agents is imperative to the success of nurse-led quality improvement. The process of nurse-led quality improvement requires a set of skills that must be taught, practiced, and refined to be successful. Comparison of Classes of Medication Errors Between Hospital Systems with BCMA and Ones Without BCMA. The primary cause of error-related inpatient deaths is adverse drug events such as medication errors that result in patient harm. In an effort to reduce medication administration errors and ensure patients safety, the VA hospital implemented the bar code medication administration (BCMA) system in 1995. The BCMA ensures that the correct patient receives the correct medication, the correct dose, at the correct time, via the correct route, and visually alerts nursing staff when the proper parameters are not met. It improves nursing workflow during medication administration by decreasing opportunity for error through workarounds. It is safer for patients, user-friendly, and effective in reducing errors; requires justification for overriding. Reports on its effectiveness indicate reductions in medication error rates ranging from 60% to 93% (Rivish & Moneda, 2010). Quality improvement has a long history in healthcare from Semmelweis who introduced hand washing to medical care to Florence Nightingale who determined that living conditions correlated with deaths of soldiers at army hospitals. More recently, some organizations have adopted lessons of high-reliability science which is the consistent performance of high levels of safety over long periods of time. Three requirements for achieving high reliability: Leadership: leaders must show commitment and support for the process Safety Culture: Encouraging organizational safety culture allows for employees to feel at ease and free of blame when errors/near misses are reported, investigated, and fixed. Robust Process Improvement: systemic approach to dealing with complicated safety issues and guiding the organization to finding and

Transcript: Background Information and Data/Evidence Findings/Results/Outcomes of Interventions Conclusions and Recommendations for Practice DO Establish Service Expectations: Standard response time to call light, Non-clinical personnel guidelines, Adequately fulfill call light requests Provide proper training: Identify responsibilities of support staff, Scripting, Role Play Patient Satisfaction: Improving Responsiveness to Call Lights HCAHPS Question: "During this hospital stay, after you pressed the call button, how often did you get help as soon as you wanted it?" May 2013 MBU scores: 81.8% of patients responded call lights "always" answered Problem statement: In order to maintain and improve call light response time, global standards such as acknowledgment and resolution must be reached National Context: Hospital consumer assessment of healthcare providers and systems (HCAHPS) is a patient satisfaction survey based on core measures and patient perception of care. Why does this matter? Scores are used nationally by companies to determine insurance coverage and reimbursement. Reduces stress and patient stay in hospital. Encourages healing and communication. Reduces medication errors and law suits. Incentives for individual and unit. PLAN "No Pass Zone" Anyone can answer a call bell Responsiveness to Call Lights and the National Context References Bournes, D., & Flint, F. (2003). Mis-takes: Mistakes in the nurse-person process. Nursing Science Quarterly, 16(2), 127-130. DiNapoli, P. P., Turkel, M., Nelson, J., & Watson, J. (2010). Measuring the caritas process: Caring factor survey. International Journal of Human Caring, 14(3), 15-20. Ganz, F. (2012). Tend and Befriend in the Intensive Care Unit. Critical Care Nurse, 32(3), 25-34. doi:10.4037/ccn2012903 Henderson, S. (2003). Power imbalance between nurses and patients: A potential inhibitor of partnership in care. Journal of Clinical Nursing, 12(4), 501-508. doi:10.1046/j.1365-2702.2003.00757.x Knudsen, E. & Grenier, J. (2010). A great patient experience = positive HCAHPS scores [PowerPoint slides]. Retrieved from http://campaignforquality.sites campaignforquality.com/files/presentations/A%20Great%20Patient %20Experience%20-%20Positive%20HCAHPS%20Scores.pdf Lachman, V. (2012). Applying the ethics of care into your nursing practice. Ethics, Law, and Policy, 21(2), 112-116. Regions Hospital. (2012). 2012 Quality Report. Retrieved from: http:// www.regionshospital.com/ucm/groups/public/@hp/@public/documents/ webcontent/cntrb_036843.pdf Suliman, W. A., Welmann, E., Omer, T., & Thomas, L. (2009). Applying Watson's nursing theory to assess patient perceptions of being cared for in a multicultural environment. Journal of Nursing Research, 17(4), 293-300. Tonges, M. (2011). Translating caring theory into practice. The Journal of Nursing Administration, 41(9), 374-381. Viamontes, G. I., & Nemeroff, C. B. (2009). Brain-body interactions: The physiological impact of mental processes -- The neurobiology of the stress response. Psychiatric Annals, 39(12), 975-984. doi:10.3928/00485718-20091124-03 Viamontes, G. I., & Nemeroff, C. B. (2010). The physiological effect of mental processes on major body systems. Psychiatric Annals, 40(8), 367-380. doi:10.3928/00485713-20100804-03 The No Passing Zone initiative does not mean that non-clinical team members are expected to go into a patient’s room and provide clinical care. Simply put, it means that call lights are everyone’s responsibility, and team members are expected to take the time to acknowledge a call light and ask what the patient needs, and then make the connection with the appropriate team member who can assist the patient. Work as of now... Continue compiling Patient Satisfaction Survey comments and reviewing HCAHPS  Focus group sessions with RNs, Aides, and Unit Clerks on implementing No Pass Zone  Measure response time to call bells Evidence-Based Practice: - Stress caused by external stimuli leads to activation of stress response, including BS increase and anxiety - HCAHPS is evaluated using PEP Audits: must score 100% to receive incentives - Communication is more beneficial to patient healing using Human Caring Theory and reduces medical errors (i.e. always including teaching and follow up on medications and side effects) - Hourly rounding is the foundation ␣ - Restroom rounds - A supplement to hourly rounding , i.e. after meals and before bed ␣- Service Volunteer Rounding programs - "No Pass Zone" PDSA ACT Non-nursing associates can assist with: moving and obtaining equipment assist with making phone calls and answering phone if beyond reach change TV channels or turn TV on/off turn room lights on/off obtain blanket, pillow, towel, washcloth, slippers, etc open and/or close curtains Regions Hospital (St. Paul, MN) piloted a program in 2012 called the No Pass Zone in which every employee takes responsibility to answer a call light. This resulted in a 12 percent improvement in lights responded to within two minutes and a

Transcript: EQUITY Complaint handling Informed Consent Trusted PATHWAYS The GOAL! AVOID WASTE National Voices definition: Equipment Booking procedure Inpatients Ionising Radiation Report Turnaround CUSTOMER CARE PROMISES EFFICIENT Valued Service Improvement Staff Room for DISCUSSION Interventional Procedures YOUR VOICE "I can plan my care with people who work together, to understand me and my carers, allow me control, and bring together services to achieve the outcomes important to me" Privacy and Dignity MRI Safety Waiting Times Drugs and Contrast Media RISK MANAGEMENT Information AIM INNOVATION ACTION CLINICAL EFFECTIVENESS Best Provider of Integrated Care Reliable High Quality Service Facilities Report Accuracy Emergency ISAS Improve Communication with staff SUSTAINABILITY Rewarded FRIENDS AND FAMILY TEST RESEARCH IT / PACS Community ATTRACTIVE RESOURCES Infection Control SAFE EFFECTIVE PATIENT SAFETY Feedback on performance Positive and Negative STAFF EXPERIENCE Intervention Success rate Outpatients INTEGRATED CARE Respected Quality Improvement Sessions PATIENT EXPERIENCE

Transcript: Data Flow Maps & Recommendations - - -blahablah blha Deliverables (take 1) Challenges e-Tool Mock Up Data Flow : Mitigated Areas Questions? 1) Literature Review 2) Summary description of recommended tool 3) Implementation design & Process flow Map 1) Literature review on strategies to improve staff motivation & tools for improved data quality 2) Recommendations based on literature 3) Current data flow highlighting opportunities for improvement & a new data flow incorporating changes 4) A mock-up of an excel tool that would populate a digital MSPP page for easy tracking and transfer of numbers to the paper MSPP monthly report Quality Improvement Our Process Data Flow : Ideal State Deliverables (Revised) Tools for Quality Improvement Introduction --Skype with Efua & modify deliverables Strategies to Increase Motivation Tools for Quality Improvement Implementation Design Recommended Strategies & Tools Data Flow: Current State -Data Quality Assurance -Incomplete Information -Lack of Motivation/Accountability -Tedious & inaccurate calculations 1) 5S dlfslkfslfjl 2) DMAIC dlsjflaksdjflksl The Literature Says... Strategies to Increase Motivation Scope of Work Data Flow : Areas for Improvement

Transcript: Where have we been? Creating a Culture of Safety and Overhauling our Q&S Program "Quality and Safety is a primary focus at Sick Kids Critical Care." - Peter Laussen Developing our Q&S team Developing a Comprehensive Q&S Communication Strategy Where are we now? Local solutions for local problems Building Capacity in the Front Line Stewardship Where are we going? Measurements and Metrics- Local and Real time Enhancing the voice of patients and families in Q&S Modifying the environment to enhance Q&S Sustainability Create a safer environment? Better meet your expectations? Safety and Quality Improvement at Sick Kids Critical Care Unit- A Journey Provide better care? How might we... The Way out

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QI Project Charter

The quality improvement project charter provides a rationale and roadmap for the team’s improvement work that can be used to clarify thinking about what needs to be done and why.

• QI project charter instructions, example, and template

One of the first steps in setting up an improvement project is to write a project charter: the guiding document that helps a team structure its improvement project and develop and communicate a shared vision. The charter provides a rationale and roadmap for the team’s work that can be used to clarify thinking about what needs to be done and why. The charter helps keep the focus on a specific opportunity or problem and identifies the improvement team members.

The QI project charter also provides a key communication tool to help inform your team, colleagues, constituents, sponsors, and stakeholders about the work of the improvement team.

This tool provides a template for developing an improvement project charter and includes an example of a completed charter.

*NOTE: Before filling out the template, first save the PDF file to your computer. Then open and use that version of the tool. Otherwise, your changes will not be saved.

QI Project Charter Overview

Download QI Project Charter Tool

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Related Resources

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• Guide to making a QI poster

Congratulations on embarking on a Quality Improvement (QI) project. As you start to come towards the end of your QI project you may wonder what’s next and start to think about sharing your project with a wider audience. Creating and presenting a poster about your project may be something that you are considering, for instance at the Bristol Patient Safety Conference or Patient Safety Congress . We’ve pulled together these free resources to help support you as you create your poster.

Our three key takeaway messages are:

• Putting together a poster takes time, you will want input from your whole project team, you may want to develop specific images/graphics and you may need to print the poster, so don’t leave it to the last minute!
• Check if your work is an improvement project or not, if your project is audit or research, it’s unlikely to be suitable at an improvement conference, use this decision chart to check what type of project you are working on.
• Make sure these three elements of your project are clear and standout to the reader: the aim, the interventions (what did you change? Your PDSA cycles!) and the results of those changes.

Tips from a QI poster judge

To understand more about what judges are looking for in an improvement poster watch this short video from Kay Haughton , Director of Services and System Transformation, West of England AHSN.

What should you consider when making a QI poster?

We’ve sourced and summarised the wisdom from lots of experienced QI poster-making gurus. If you can’t answer the following questions then our cheat sheet is for you:

• What are the submission instructions from the conference?
• What are your key messages?
• What should you include on your poster?
• What is the format of the poster?
• How to prepare for presentation

Download our cheat sheet of things to consider when making a QI poster

Example layouts

Using your creativity and design skills can ignite QI posters and we recommend that you add your own stamp on your QI poster with colour, imagery and layout. However, we appreciate that knowing where to start can be hard. We’ve prepared some example layouts with guides on font size and topics to be included .

How to incorporate infographics 

Communicating the impact of your project can be difficult, so instead of presenting only graphs and results tables, why not convert some of your data into an infographic instead? Join Sarah Egerton, Communications Officer, West of England AHSN as she provides guidance on making infographics , gives examples of infographics and shows you how to source pictures for your poster.

Why don’t you take a look at these improvement posters for some inspiration?

• View the full size PERIPrem Poster (West of England AHSN collaborative project)
• More examples of improvement posters can be found here.

Why not take a look at our free range of West of England Academy improvement and innovation guides, toolkits and videos .

We also host a wide range of free West of England Academy events and training opportunities .

If you would like guidance on the use of these resources or have suggestions, questions or want to discuss your project, please email [email protected]

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This page includes additional resources related to the six foundational elements of a QI culture. 

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• v.8(2); 2016 May

How to Write Up Your Quality Improvement Initiatives for Publication

The Journal of Graduate Medical Education often receives submissions from trainees and educators highlighting work they do in quality improvement (QI). This is remarkably encouraging given the emphasis that the Accreditation Council for Graduate Medical Education (ACGME) Next Accreditation System has placed on integrating QI into the clinical learning environment. 1 A major challenge for editors reviewing these manuscripts is the inconsistency with which authors report QI initiatives. After reviewing a large number of these submissions, we have noted common problems that arise and have prepared the following guide to help prospective authors prepare QI reports for publication.

Consistent with the Journal 's common format for Original Research or Educational Innovation articles (ie, Introduction, Methods, Results, Discussion, and Conclusion), our suggestions will highlight what authors should explicitly emphasize within each of these manuscript sections as it pertains to their QI initiative. We realize that a number of other frameworks and guidelines exist, the most common being the SQUIRE guidelines, which were updated in the fall of 2015. 2 Our suggestions are synergistic with the updated SQUIRE 2.0 guidelines, yet they also provide a high-level view of the philosophies that underpin these guidelines to help authors not only at the time of writing, but also when planning and implementing their QI initiatives.

What Is the Quality Problem, Why Is It Important, and What Is Your Aim?

The Introduction section must be brief. This is not the time to provide an in-depth review of the literature on your quality problem of interest—which could be an important but separate paper. Instead, it is most important to articulate why this quality problem is relevant beyond your local institution . Is it a common safety problem ubiquitous to multiple care settings, such as the need to improve patient handoffs? Or perhaps there are legislative changes or financial incentives that promote interest in your issue, such as the linking of financial reimbursement to readmission rates. Whatever the reason, it is critical to make clear what the external impact of your QI initiative would be for other groups and the readers of the journal. If the QI problem can be framed only as a need specific to your own setting, then the results may be best published in a local newsletter rather than a national or international journal.

After succinctly outlining the importance and relevance of the QI problem, the Introduction must describe the gap between current practice and preferred practice . What prior QI strategies have or have not worked to address this quality problem? If there is no gap in our understanding on how to improve practice, then further study of the area would be of limited value. Authors must demonstrate understanding of the pertinent literature in order to briefly discuss prior strategies that have been attempted; this usually includes the strategy as well as the required resources and resulting outcomes. Replication of a successful intervention in a new setting can help to fill key gaps in understanding: here the evidence gap is whether a prior strategy can be replicated in a different setting, one that is dissimilar in important features to the initial study.

Finally, the Introduction must also make clear what you hoped to achieve by carrying out your QI initiative. In 1 or 2 sentences, the final paragraph should clearly state the primary aim of your QI project. There are numerous references providing guidance on how to write good “aim” statements, by making sure that they are “SMART” (specific, measurable, achievable, realistic, anytime bound). 3 A clear and concise statement of the primary aim, and any relevant sub-aims, will ground the readers in the main purpose of your QI project.

Describing the Proposed Intervention, Including a Theory for Change, and the Road Toward Improvement

For QI reports the Methods section is probably the most important section as it ensures that readers understand how they can translate your reported innovation into their own settings. To facilitate this, authors must attend to several important issues. These include the context in which the QI work was carried out (ie, setting and participants) and a detailed description of the implementation strategy . The strategy must also include a theory for why a specific intervention (or set of interventions) was chosen.

Let's start with the proposed intervention. In QI, too often authors simply reach for the first available solution off the shelf without first considering why that particular solution could address the problem at hand. Frequently, authors appear to believe that checklists and order sets will solve everything. The truth is that if authors do not articulate a theory or rationale for why their proposed intervention should fix the quality problem of interest, they run the risk of designing a suboptimal intervention or choosing the wrong approach altogether. For example, attempts to reduce physician prescribing of unnecessary antibiotics to children with upper respiratory tract infections (URTIs; eg, continuing medical education, postcard reminders summarizing treatment guidelines, etc) consistently fail because they primarily address provider awareness rather than the dominant driver, which is parental demand for antibiotics. Theorizing that the ideal intervention should address parental expectations, one would instead choose an approach such as implementing the use of delayed antibiotic prescriptions, which in a recent Cochrane review has been shown to significantly reduce antibiotic utilization for the treatment of URTIs in children. 4

Similar to the general call for more theory-based interventions in medical education, 5 there has been a recent call for more theory-based QI interventions. 6 Therefore, the preferred approach is to clearly articulate the link between the proposed solution and the problem it will solve. For example, a hospitalist team seeking to reduce unnecessary urinary catheter use might theorize that a key driver is that residents do not know whether a patient has a urinary catheter in situ . A sensible solution therefore might bypass the physician altogether. For example, instituting automatic stop orders 7 and nursing advanced directives 8 to remove urinary catheters are 2 interventions that have previously been shown to be effective.

It is also crucial that authors state not only what the intervention was and its underlying rationale, but also how it was iteratively tested, refined, and eventually implemented. A common framework used in QI is rapid cycle change methodology or PDSA (plan-do-study-act) cycles. 9 Unfortunately, many published QI reports, despite claiming to use PDSA cycles, demonstrate little evidence that they refined their intervention prior to implementation. 10 This is a problem because for QI initiatives the devil really is in the details. It is simply not good enough to say that “we implemented a checklist” or “we created a new care pathway.” Instead, authors need to report how changes were tested and refined; reflect on what worked, what did not, and why; and provide a description of the eventual intervention. Recognizing how challenging it can be to chronicle the evolution of the proposed intervention from start to finish in a concise manner, authors should consider the use of a figure or a table to summarize the key PDSA cycles, which will avoid excess word length while still providing a concise summary of what was actually done. Another option for providing more details is to include additional supplemental information for publication online. For QI projects it is imperative that at least 2 cycles, and usually more, are described in the Methods section.

The Local Context and Its Impact on the QI Initiative

In evaluative research, authors go to great lengths to describe how they have controlled for contextual factors to ensure that they have eliminated any bias that might unduly influence their outcomes of interest. QI is different in this regard: context is critical to understand and characterize, not control . Authors must include details about their context and how these might influence the implementation or outcomes of QI projects to sensitize readers to the contextual factors that require careful consideration when introducing the QI intervention to local institutions.

Batalden and Davidoff 11 described the importance of context in a brief commentary. They provided a framework for QI that links generalizable scientific evidence to a particular context in order to generate measured performance improvement. Importantly, they emphasized that the focus should be both on the context, as well as how the generalizable scientific evidence (or the proposed intervention) integrates within the particular local context. In QI, a detailed description of the context is just as important as a detailed description of the proposed intervention.

Consider the example of a QI project to reduce unnecessary lab ordering. The reader would want to know: Does the institution have computer-based or paper-based orders? If computer-based, is it easy to make changes to the order entry system to introduce clinical decision support? How engaged is the lab in clinical QI initiatives? What is the front line staff capacity and capability for QI? All of these contextual factors play heavily into the choice of the intervention, how the intervention gets implemented, and how it affects project outcomes.

This emphasis on context for QI reports parallels a similar need in reports of educational interventions. For example, educators implementing bedside procedure training must also account for and describe relevant contextual factors, such as whether a simulation lab is available, whether faculty have maintained competence in bedside procedures, whether a culture of direct observation and feedback exists, and whether there is a mechanism to track procedures and monitor for complications. Similar to medical education research, explicitly acknowledging the role of context is paramount in the reporting of any QI initiative.

What Is the Evaluation Plan?

Most QI initiatives rely on the Donabedian model of outcome, process, and balancing measures to evaluate the impact of their intervention. 12 While beyond the scope of this article to address the specifics of measurement in QI, we will offer several practical suggestions. First, most QI projects will focus on improving processes of care and may not be able to demonstrate downstream impact on clinical outcomes. This is acceptable, as long as the authors have selected process measures that are tightly coupled with the clinical outcome of interest. For example, an orthopedic surgery residency team aiming to improve venothromboembolism (VTE) prophylaxis rates could justifiably track VTE prophylaxis administration as a clinical process because hospitalized patients who receive VTE prophylaxis have a very low likelihood of developing VTEs. 13

Another useful process measure to report is one that measures the fidelity of the intervention. In other words, include a process measure that tracks how consistently or reliably your intervention is applied. For example, if your main intervention to improve VTE prophylaxis is the creation and implementation of a standardized order set, a measure of implementation fidelity would be to track whether residents and faculty actually used the order set. This is particularly informative for unsuccessful QI projects—interventions with high fidelity suggest that other contributing factors require attention, whereas interventions with low fidelity suggest that the evaluation may have been premature and more work is needed to increase uptake of the intervention before large-scale implementation and evaluation are undertaken.

Last but not least, balancing measures, which are intended to measure unintended consequences, often are missing from QI reports. A medical journal would not accept a clinical trial that reports only on the potential benefits and not the harms of a novel therapy, and we need to hold reports of QI interventions to a similar standard. Therefore, balancing measures of unintended consequence should be reported to ensure that the QI intervention improves care and does not create new problems. For example, if a QI initiative focuses on improving resident adherence to guidelines for a clinical area, such as diabetes care, does adherence to other guidelines, such as preventive screening, decline? If a new electronic handover tool is developed to support handoff communication, are there errors in the new document due to cut/paste activities? Selecting and reporting on sound balancing measures ensures a healthy respect for the law of unintended consequences in QI.

Providing Data With Greater Clarity

When it comes to displaying the data, it is best to avoid simple before-after comparisons. This evaluative approach is suboptimal because secular trends make it difficult to attribute observed differences to the intervention. Traditional approaches to research and evaluation would typically address this limitation through the inclusion of a contemporaneous control group or setting, which is also suitable for QI studies.

An alternative approach would be to display your outcome or process measures over time through the use of statistical process control. This methodology often utilizes run charts or control chart s to display data over time ( figure ). Following run chart or control chart “rules,” one can interpret the data plotted sequentially over time to identify instances when variation is not due to random chance (so-called special cause variation). Such handling of data enhances the ability to determine whether changes that occurred were a result of the interventions introduced, and greatly strengthens the evaluative approach as compared to aggregated before-after data. The BMJ Quality & Safety journal has published an overview on the use and interpretation of run charts. 14

Example of Control Chart to Display Quality Data Over Time

Note: This is an example of a control chart (specifically a P-chart). A typical control chart has the quality measure of interest on the Y-axis. The X-axis is always a time scale (in this case, consecutive months). As the team carries out the quality improvement initiative, they collect data prospectively over time and plot the data on a control chart. Using statistical process control software, several lines are plotted. The dotted line is the center line (CL) and is equivalent to the mean. The dashed lines on either side of the mean are the upper and lower control limits (UCL and LCL; approximately 3 standard deviations, or sigmas, on either side of the mean). Using this information, the statistical process control software can identify segments of the chart where nonrandom variation is occurring (so-called special cause variation). On this graph, the 2 times where nonrandom variation are occurring are indicated by the triangle and circle markers, suggesting that modification to the order set, and not education, was likely responsible for the improvement seen in venothromboembolism (VTE) prophylaxis ordering.

What Are the Implications of the Work? What Are the Next Steps?

For QI papers, the Discussion section will be similar to papers describing educational innovations or research. This section should concisely summarize the main findings of the QI project, relate the key findings to what is already known in the published literature, reflect on the broader implications of the findings, discuss how important limitations could have affected the findings, and briefly introduce next steps to further understand the field.

Perhaps most important are the reflections on lessons learned and future directions. In particular, reflections on the influence of the local context on project implementation and outcomes are highly relevant as readers will need to understand this if they want to replicate the intervention within their local context.

Well-conducted QI interventions that produced “negative” results (ie, did not achieve their intended outcomes) are still important and worthwhile for dissemination. Your reflections on why the intervention did not work can be helpful to others who might consider a similar initiative. In some cases, the problem may be the intervention itself, which signals the need to consider an alternative approach to addressing the QI problem of interest. More commonly, the implementation of the intervention lacked fidelity, or the integration of the intervention within the local context was suboptimal. In these instances, your QI report will still be helpful to others who can build on your work.

The Conclusion section of the report is also similar to Original Research and Educational Innovation articles. This short paragraph succinctly summarizes the most important findings from the study, without speculating beyond the results. Conclusions should be appropriately conservative in relation to the study findings. See the table for a summary of elements essential for QI reports.

Quality Improvement (QI) Reports: Recommended Elements and Common Pitfalls

By providing this overview of the approach to writing up QI initiatives, we hope to clarify, up front, those aspects of your initiative that require the most emphasis. The considerations presented here can serve as a high-level guide to authors, with the goal of disseminating QI reports that are more useful for other programs. QI studies that involve residents, faculty, or the general graduate medical education environment as key elements of the context or intervention are appropriate for submission to the Journal of Graduate Medical Education . We look forward to publishing reports that inform programs and educators about effective faculty and learner engagement in QI activities within the graduate medical education learning environment.