
Quality by Design : A Clinical Microsystems Approach
by Nelson, Eugene C.; Batalden, Paul B.; Godfrey, Marjorie M.Buy New
Buy Used
Rent Textbook
Rent Digital
How Marketplace Works:
- This item is offered by an independent seller and not shipped from our warehouse
- Item details like edition and cover design may differ from our description; see seller's comments before ordering.
- Sellers much confirm and ship within two business days; otherwise, the order will be cancelled and refunded.
- Marketplace purchases cannot be returned to eCampus.com. Contact the seller directly for inquiries; if no response within two days, contact customer service.
- Additional shipping costs apply to Marketplace purchases. Review shipping costs at checkout.
Summary
Author Biography
Paul B. Batalden, M.D. is the director of health care improvement leadership development, Center for the Evaluative Clinical Sciences and professor of pediatrics and of community and family medicine at
Marjorie M. Godfrey, M.S., R.N., is instructor for community and family medicine at
Table of Contents
Tables, Figures, and Exhibits | p. xiii |
Foreword | p. xix |
Preface | p. xxiii |
Acknowledgments | p. xxvii |
Introduction | p. xxxi |
The Editors | p. xxxix |
The Contributors | p. xliii |
Cases and Principles | p. 1 |
Success Characteristics of High-Performing Microsystems: Learning from the Best | p. 3 |
True Structure of the System, Embedded Systems, and Need to Transform Frontline Systems | |
The Bladyka Case | |
Research Design | |
Results | |
Practical Implications | |
Conclusion | |
Developing High-Performing Microsystems | p. 34 |
Case Study: A Decade of Progress for an Intensive Care Nursery | |
A Model of Development and a Curriculum to Catalyze Microsystem Growth | |
Conclusion | |
Leading Microsystems | p. 51 |
Leader, Leadership, Leading | |
Recap of Methods | |
Three Fundamental Processes of Leading: What Clinical Microsystem Team Members Observe and Report | |
Discussion | |
Conclusion | |
Leading Macrosystems and Mesosystems for Microsystem Peak Performance | p. 69 |
Case Study: A True Story, with Names Changed to Protect the Innocent | |
Leadership Frameworks: Some of the Best Approaches | |
Leading Large Health Systems to Peak Performance Using Microsystem Thinking | |
Conclusion | |
Developing Professionals and Improving Worklife | p. 106 |
Case Study: Staff Development at Massachusetts General Hospital Downtown Associates | |
Conclusion | |
Planning Patient-Centered Services | p. 124 |
Planning Patient-Centered Services and the 5 P's | |
Case Study: Planning Services for Subpopulations of Patients to Best Provide Care for Individual Patients | |
A Developmental Journey: Beginning to Assess, Understand, and Improve a Clinical Microsystem | |
Analysis and Improvement of Processes | |
A Huddle in Plastic Surgery | |
Conclusion | |
Planning Patient-Centered Care | p. 148 |
Planning Care Well: Exemplary Clinical Microsystems | |
Planning Care in Any Microsystem | |
A Low-Tech Example for Ambulatory Services: Care Vital Signs | |
Conclusion | |
Improving Patient Safety | p. 165 |
Microsystem Patient Safety Scenario | |
Case Study: Dartmouth-Hitchcock PainFree Program | |
Conclusion | |
Creating a Rich Information Environment | p. 178 |
Specialty Care: Dartmouth-Hitchcock Spine Center | |
Overlook Hospital Emergency Department | |
Intermountain Health Care Shock Trauma Intensive Care Unit | |
Tips and Principles to Foster a Rich Information Environment | |
Discussion | |
Conclusion | |
Activating the Organization and the Dartmouth Microsystem Improvement Curriculum | p. 197 |
Overview of Path Forward and Introduction to Part Two | p. 199 |
Recap of Part One and Overview of Part Two | |
Using Real Case Studies and Practical Applications of Microsystem Thinking, Methods, and Tools | |
Working at All Levels of a Health System | |
Focusing on the Microsystem Level | |
Review Questions | |
Prework | |
Introduction to Microsystem Thinking | p. 230 |
What Is a System in Health Care? | |
How Did Clinical Microsystem Knowledge Evolve? | |
What Is a Clinical Microsystem? | |
Where Do Clinical Microsystems Fit in the Health Care Delivery System? | |
What Does a Clinical Microsystem Look Like? | |
Why Focus on the Clinical Microsystem? | |
How Do Clinical Microsystems Link to Crossing the Quality Chasm? | |
What Were the Findings of the Dartmouth Clinical Microsystem Research? | |
What Does a Microsystem's Developmental Journey Look Like? | |
Conclusion | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Effective Meeting Skills I | p. 243 |
What Is a Productive and Effective Meeting? | |
Why Use Meeting Skills and Roles? | |
What Are Effective Meeting Roles? | |
What Are the Phases of an Effective Meeting? | |
What Processes Are Evident in an Effective Meeting? | |
What Is the Seven-Step Meeting Process? | |
What Does a Meeting Agenda Template Look Like? | |
What Are the Ground Rules for Meetings? | |
What Are Some Tips for Getting Started with Productive Meetings? | |
How Do You Keep a Rhythm of Improvement? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Assessing Your Microsystem with the 5 P's | p. 258 |
How Does an Interdisciplinary Lead Improvement Team Begin to Assess and Improve a Clinical Microsystem? | |
What Does the 5 P's Framework Look Like? | |
What Resources Are Available to Guide the 5 P's Assessment? | |
What Is a Helpful Way to Introduce Your Team to the Assessment Process? | |
What Are the 5 P's? | |
What Should You Do with the Assessment Findings? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
The Model for Improvement: PDSA [leftrightarrow] SDSA | p. 271 |
What Is the Model for Improvement? | |
Why Use the Model for Improvement? | |
How Does the Model Fit into the Improvement Process? | |
What Is the PDSA Part of the Model? | |
What Are the Benefits of Using PDSA? | |
What Is Involved in Each of the Four Steps of Plan, Do, Study, and Act? | |
What Is the SDSA Cycle? | |
What Is Involved in Each of the Four Steps of Standardize, Do, Study, and Act? | |
What Tools Can Assist Your PDSA Cycle [leftrightarrow] SDSA Implementation? | |
What Are Some Tips for Using the PDSA [leftrightarrow] SDSA Method? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Selecting Themes for Improvement | p. 284 |
What Is a Theme for Improvement? | |
Why Use a Theme? | |
What Are the Theme Selection Considerations? | |
What Process Can You Use to Generate Theme Ideas and Select a First Theme? | |
What Are the Next Steps? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Improvement Global Aim | p. 291 |
What Is a Global Aim? | |
Why Use a Global Aim? | |
How Do You Write a Global Aim? | |
What Are the Next Steps? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Process Mapping | p. 296 |
What Is Process Mapping? | |
Why Use Process Mapping? | |
What Are the Commonly Used Flowchart Symbols? | |
What Does a High-Level Flowchart Look Like? | |
What Does a Detailed Flowchart Look Like? | |
What Are Some Tips for Creating a Flowchart? | |
What Does a Deployment Flowchart Look Like? | |
What Are Some Tips for Creating a Deployment Flowchart? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Specific Aim | p. 308 |
What Is a Specific Aim? | |
Why Use a Specific Aim? | |
Where Do Specific Aims Come From? | |
Where Does the Specific Aim Fit in the Overall Improvement Process? | |
How Do You Write a Specific Aim? | |
What Are the Next Steps? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Cause and Effect Diagrams | p. 313 |
What Is a Cause and Effect Diagram? | |
Why Use a Fishbone Diagram? | |
What Is the Structure of a Fishbone Diagram? | |
What Does a Completed Fishbone Look Like? | |
What Are Some Tips for Creating a Fishbone Diagram? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Effective Meeting Skills II: Brainstorming and Multi-Voting | p. 321 |
What Is Brainstorming? | |
What Are the Benefits of Brainstorming? | |
What Are Some Different Types of Brainstorming? | |
What Are Some Tips for Conducting Brainstorming? | |
What Is Multi-Voting? | |
Do Teams Always Multi-Vote After a Brainstorming Session? | |
How Do You Multi-Vote? | |
What Does a Brainstorming Session with a Multi-Voting Outcome Look Like? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Change Concepts | p. 331 |
What Is a Change Concept? | |
Why Use Change Concepts? | |
How Can You Use Change Concepts in a Process? | |
What Are the Next Steps? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Measurement and Monitoring | p. 339 |
What Are Measures, What Makes Measures Good, and How Do They Relate to Aims? | |
What Is a Run Chart? | |
What Are the Benefits of Using a Run Chart? | |
How Do Run Charts Fit in the Overall Improvement Process? | |
What Do Run Charts Tell You About Your Performance Level and Variation? | |
What Are Special Cause and Common Cause Variation? | |
How Do You Make a Run Chart? | |
How Do You Interpret Run Chart Results? | |
What Is a Control Chart? | |
What Is the Theory Behind Control Charts? | |
What Are the Benefits of Using a Control Chart Instead of a Run Chart? | |
What Are the Different Kinds of Control Charts? | |
What Is an XmR Control Chart? | |
How Do You Interpret Control Chart Results? | |
When Do You Recalculate Control Chart Values? | |
What Are Some Tips for Using Run Charts and Control Charts? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Action Plans and Gantt Charts | p. 362 |
What Is an Action Plan? | |
What Is a Gantt Chart? | |
Why Use Action Plans and Gantt Charts? | |
How Do You Write an Action Plan? | |
How Do You Create a Gantt Chart? | |
What Are the Next Steps? | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Follow Through on Improvement: Storyboards, Data Walls, and Playbooks | p. 369 |
What Is the Importance of Follow Through? | |
What Can You Do to Follow Through? | |
What Are the Fundamentals of Improvement? | |
What Is a Data Wall? | |
What Is a Playbook? | |
How Is the Playbook Used? | |
How Do You Create a Playbook? | |
How Do You Maintain Your Playbook? | |
What Is a Storyboard? | |
How Do You Make a Storyboard? | |
Discussion | |
Case Studies | |
Review Questions | |
Between Sessions Work | |
Conclusion: Continuing on the Path to Excellence | p. 380 |
Looking Back | |
Looking Forward and an Invitation: Make It Personal and Make It Happen | |
Primary Care Workbook | p. 385 |
Name Index | p. 433 |
Subject Index | p. 437 |
Table of Contents provided by Ingram. All Rights Reserved. |
An electronic version of this book is available through VitalSource.
This book is viewable on PC, Mac, iPhone, iPad, iPod Touch, and most smartphones.
By purchasing, you will be able to view this book online, as well as download it, for the chosen number of days.
Digital License
You are licensing a digital product for a set duration. Durations are set forth in the product description, with "Lifetime" typically meaning five (5) years of online access and permanent download to a supported device. All licenses are non-transferable.
More details can be found here.
A downloadable version of this book is available through the eCampus Reader or compatible Adobe readers.
Applications are available on iOS, Android, PC, Mac, and Windows Mobile platforms.
Please view the compatibility matrix prior to purchase.