Clark ForkValley
Hospital
PI Teams
What I have learned & am still learning!
Chris Cockrell RN
Performance Improvement Manager
Clark Fork Valley Hospital
Performance Improvement Team
involves two or more departments
working together toward a common
goal of improvement in a process.
Look at:
• Forms
• Roll of Facilitator
• Roll of PI Committee
Request to Commission a Team
Request to Commission a Team
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Describe the work process to be improved
Current Situation
Expected outcome
Measure of success
Performance Improvement Committee
action:
– Team commissioned:
– Team not commissioned at this time
– Not appropriate PI team
Team Start-up & Tracking
Quality Improvement Team Start-up & Tracking
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Request submitted by:
QIC approval on:
Work Process to be improved:
QI Team name:
Expected outcome:
Team Leader:
Team Facilitator:
Team Members – Representing:
– Involvement of non-managers
Quality Improvement Team Start-up & Tracking
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Number of expected team meetings:
Initial report to QIC due:
Interim reporting dates:
Final report due:
PI Teams
• Teams that lasted tooooooo long:
– Ostomy Care Team
– Swing Bed Team
• Finalizing a team:
– Swing Bed Team
• Assign new team leader
– Patient Billing Task Force
Ideas for PI Teams
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Recommendations from other PI Teams
Plan of Corrections – Surveys
Risk Management/Incident Reports
Low volume/problem prone areas
identified
• Clinical Indicators
• Suggestions from the PI Committee
PIN PI Team Report
PI Team Report
PI Team Report
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Team Name
Meeting Date
Final Report Due
Team Members Present
Expected Outcome
Agenda & Minutes
Summarize Activities
Team Recommendations
Date of Next Meeting
PI Committee Review & Recommendations
PI Committee Recommendations
• Risk Management Process Team
– A single process
– Neutral Environment
– Accountability for monitoring/follow-up is done
– Someone designated to do the monitoring
PI Team Report
PI Team Final Report
PI Team Final Report
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Team Members:
Describe the Goal of the PI Project:
Describe the improvement process used:
What was the Result/Outcome of the
improvement project (summary):
• Projected return in improved work process
performance:
• Net result:
PI Team Final Report (2)
Sustainability
• Had not really been addressed
• Suspected some resolved teams goals
were no longer being met
• Fourth quarter 2009 – follow-up reporting
considered
• Reporting form developed
PI Team Follow-up Form
PI Team Follow-up Form
• Team Members:
• Describe the goal of the PI project:
• What changes, if any, have been since the
final report?
• What is working or not working?
• Has the Goal of the PI Project been
sustained?
– Days Unbilled Team
– Risk Management Process Team
Facilitator Role
• Assisting with writing request to
commission a team
• Keeping teams on track
• Sounding board for team leaders
• Offer suggestions when indicated
• Too actively involved vs not involved
enough
• Constructive nagging
PI Committee
• Proactive in the teams selection & how
they will measure their success
• Look at team member selection
• Setting Deadlines for final reports
• Making suggestions to PI Teams when
indicated
• Look at sustainability of the PI Teams
PI Teams can:
• be a strong force for change in improving
process within the facility
• improve the communication &
understanding between departments
• involve the front line staff in making
changes that effect patient care & the
efficiency of the facility