Physical Address
304 North Cardinal St.
Dorchester Center, MA 02124
An Overview of Common Improvement Methodologies and Their Background
Key Points
-
Description of the quality improvement (QI) methodology used is essential to ensuring the process can be replicated.
-
The most common QI methodologies are Six Sigma, Lean Thinking, Model for Improvement, Statistical Process Control, and Theory of Constraints.
-
It is important to recognize the key features of each QI methodology to differentiate between them.
-
There is no superior QI methodology; success is rooted in implementation of the chosen QI method.
Quality improvement (QI) activities are used to support constructive change and are plentiful in the perioperative care space. Nevertheless, inadequate reporting of the precise QI methodologies used impedes accurate replication of effective interventions in practice, increases duplication, and limits opportunities to accrue learning and benefit patients. There is no consensus definition of QI interventions and techniques, and confusion can arise when a myriad of terms that refer to QI methodology, including “approaches,” “interventions,” or “techniques,” are applied interchangeably.
Process-improvement methodologies, such as Total Quality Management, Statistical Process Control, Theory of Constraints, and, more recently, Lean Thinking and Six Sigma, originated in mass manufacturing industries over the last 50 years and have been slowly adopted into healthcare QI. Other chapters in this book will deal with individual methodologies in greater detail, but this chapter provides a summary of key approaches.
Six Sigma and Lean Thinking
Six Sigma (SS) and Lean Thinking are two prominent QI methodologies adapted to several areas of health care since 1998. SS is a process that was developed by the Motorola Corporation in 1986, with the aim of improving quality by identifying and correcting the causes of errors. SS is most notably leveraged in the operating room (OR) to achieve reductions in time, costs, and errors. Lean Thinking evolved from the Toyota Production System in 1990, which uses an ongoing cycle of improvement to focus on mapping out and adapting process pathways to preserve the steps that provide “value” and eliminate waste sources. A synergistic Lean Six Sigma (LSS) approach, using a 5-stage system known as DMAIC (Define, Measure, Analyze, Improve, Control), benefits from the statistical rigor of SS and the cyclical waste-reduction seen in Lean Thinking.
You're Reading a Preview
Become a Clinical Tree membership for Full access and enjoy Unlimited articles
If you are a member. Log in here
