3134 - Managing for Daily Improvement: A System for Real-Time Quality Improvement and Patient Safety

M. Barker¹, M. Campbell¹, L. Turner¹, A. N. M. Syed², R. Wei², and P. Kabolizadeh²; ¹MemorialCare Medical Center, Long Beach, CA, ²Memorial Radiation Oncology Medical Group, Long Beach, CA

Purpose/Objective(s): Managing for Daily Improvement (MDI) is an approach designed to implement visual management strategies and facilitate the tracking of key performance indicators (KPIs) at the ground level. In the healthcare setting, MDI serves as a powerful tool for promoting continuous quality improvement, enhancing patient safety, and advancing care progression. This framework provides frontline staff with a structured platform to engage with senior executive teams on a weekly basis, fostering an environment where ideas for improving patient outcomes can flourish. Moreover, this regular interaction enables leadership to identify and address barriers to care promptly, while also strengthening patient relationships. Through the cultivation of collaborative relationships, MDI plays a pivotal role in nurturing a culture of safety within healthcare organizations. Materials/

Methods: MDI framework employs visual tracking and accountability tools to support its objectives. A monthly calendar highlights goals, respective categories, and their importance, with fallouts (goals not met) in red and met goals (green). Moreover, the Run Chart visually maps trends over time, with daily tracking of fallouts, guiding teams to meet set thresholds or objectives. Additionally, a Pareto Chart identifies key reasons or obstacles contributing to unmet goals, enabling targeted efforts for improvement.
Results: Implementation of the MDI framework has yielded notable changes in practice. By leveraging the visual aspect of the system and aligning it with patient safety and care goals, frontline staff have been empowered to propose and implement innovative solutions. For instance, the radiation oncology departments registration and nursing teams successfully developed and implemented a falls risk protocol to easily communicate risk amongst the care team; the subsequent sharing of this protocol across the hospital reduced falls quickly and for 2023 the Unit Rate for falls fell out of the target only twice (NDNQI 25th Percentile). Furthermore, the tracking of patient care delays has effectively underscored the necessity for increasing staffing by creating 3 new positions (physics, nursing, therapist).
Conclusion: In conclusion, weekly meetings between frontline staff and leadership have proven to be instrumental in driving tangible improvements in patient care and fostering cross-departmental collaboration. All members of the team rotate responsibilities and speaking roles, helping colleagues gain confidence and exposure. When staff are able to voice concerns and ideas directly to leadership, they feel heard and allows them to impact patient care directly. The MDI framework stands as a robust model for real-time quality improvement, enhancing patient safety, and promoting the dissemination of innovative ideas throughout healthcare organizations.