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Seeing how the use of tools can improve quality, safety and access for patients and clients has been an important step in the Prince Albert Parkland Health Region’s Lean journey.
HQC is seeking (a) vendor(s) to provide event management services for our fourth annual Saskatchewan Health Care Quality Summit, May 6-8, 2014. Please...
Saskatchewan’s Health Quality Council was part of a new study on proton pump inhibitors (PPIs) published recently in the journal Gut. The research, by the Canadian Network for Observational Drug Effect Studies (CNODES), found that this class of drugs does not increase a patient’s risk of hospitalization for community-acquired pneumonia.
When Ian Dunville heard a Rapid Process Improvement Workshop (RPIW) was coming to his work area, he wasted no time putting his name forward to be part of the team. “I was intrigued by the notion that I could help make changes in my workplace,” says the registered nurse, who’s worked in the operating room at Saskatoon City Hospital since 2010.
Multidisciplinary rounds are becoming a well-established practice in the Regina Qu’Appelle Health Region. However, involving patients in these meetings to discuss discharge planning is not.
On Unit 3D at Pasqua Hospital in Regina, a team representing nursing, therapies, social work, and other services have traditionally met daily in a conference room to discuss the patient’s plan of care and discharge. Target dates for discharge are initially set on admission, using a database that lists standard lengths of stay for different diagnoses; these dates are reviewed and adjusted during the multidisciplinary rounds. However, patients were not being told the target date until team members had finalized the discharge plan. This typically took almost eight days, about the same as the average length of stay on this internal medicine unit.
The Kelvington Integrated Facility 3P process continued with a Rapid Process Improvement Workshop (RPIW)#1 May 13th – 17th.
The physics department at the Allan Blair Cancer Centre has been home to a machine and wood shop and electronics area which, over the years, have become a haven for assorted equipment, wires, electronics – even a Charlie’s Angels pinball machine. These shops, along with a storage area, presented a perfect 5S opportunity.
While they’ve only just begun their Lean journey, Mamawetan has experienced several key learnings to date. Among them: making results or measurements visible creates urgency and transparency, and anyone can make improvements.
Staff in more than 20 program areas are using visual management boards to map processes and tackle pain points. The region is using Lean tools to better understand the demand for clerical support, including volume and type of work, where work needs to be done, and the extent of interaction with other staff and patients. For the province’s surgical mapping process, they documented the care experience of an elder from Pelican Narrows. And they’re 5S’ing up a storm.
On June 20, 2013 senior leaders in the Saskatchewan health care system introduced an operational visibility wall to supplement and support...
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