After all, we are a lean six sigma operation, and DMAIC is a standard methodology. At Utah, we’ve adopted a revised improvement methodology. In this week’s post of Steve’s Dojo (or continuing Lean Six Sigma education), Steve explains why.
Sharing what you learned from your improvement project is the final step in the evidence-based practice (EBP) process.
With so few organs available for transplant, living-donor transplantation introduces improved organ quality, reduced wait times, predictable scheduling, and reduced risk of rejection. But it isn't easy—the investment and risks are huge. Robin Kim, University of Utah Transplant Division Chief, shares his commitment and the complexity of his practice.
Health care professionals are unique: Not only do we have to work on our own behavior change, we often have to influence the behavior change of others—our patients. Associate director of U of U Health’s Resiliency Center Megan Call explains why it’s so challenging and provides steps to make it easier.
The number one goal of the Zero Suicide initiative is to create a culture where we feel comfortable talking openly about suicide. Program manager Rachael Jasperson turns to U of U business school’s Eric VanEpps to learn the evidence-based case for overcoming our discomfort when discussing sensitive subjects.
While Americans are less likely to express gratitude at work than anywhere else, it’s sorely needed – especially in health care. Associate professor/lecturer of social work Trinh Mai explains the importance of gratitude and shares tips for incorporating it into your routine.
Rounding–the act of connecting with patients and staff–is a leadership best practice. While few find rounding easy to start, those who master it are hooked. It is a daily habit that improves patient care, experience and engages the team. Susan Clark and her medical director, Dr. Dana DeWitt, have taken the practice one step further by rounding together as a leadership dyad, resulting in a more connected and authentic team.
Research* shows that nurse leader rounds improves a patient’s experience. This practice remains high on the list of manager “must-do’s.” But where to start, and how to keep going? Nurse Managers Melinda Patterson and Jane Nielsen share their practical approaches to moving this idea into action.
A core improvement principle states that the expert is the person doing the work. Utah’s system-wide effort to reduce sepsis puts this principle into action. To adapt to the fast-paced nature of the Emergency Department, an interdisciplinary team used a simple tool: a paper checklist. Clinical nurse coordinator Jamie Troyer and nurse educator Emilie Johnson share how and why the checklist works.
Why dedicate space to the hot poker that is health law and policy on this website? Context. We are an improvement community. We believe providing context is an act of respect. Talking about "the why" of complex healthcare topics (payment reform included) allows our frontline clinicians and staff to be empowered and informed.