1. A Typical Improvement Effort
Farrokh Alemi, Ph.D.
In this section we discuss A typical improvement effort works. This brief presentation was organized by Farrokh Alemi , and Farhat Fazelyar

2. Convenience sample of 92 improvement projects in 32 organizations.
Source of Data
Convenience sample of 92 improvement projects in 32 organizations.
One point or one image in these types of slides

3. Source of Data
Data collected by students in this course and courses at other Universities.

4. Source of Data
Self-administered questionnaire.

5. Characteristics of Firms

6. Length of Improvement Across 41 projects
on which we had start and end dates, it took 504 days (approximately 17 months; range, 42 days years;

7. Length of Improvement standard deviation
[SD], 828 days) from the identification of the problem to the completion of the first pilot improvement

8. Length of Organization of effort and Teamwork
Responses for 67 projects indicated that 104 days
(3 months; range, 0–2.6 years; SD, 209 days) were spent thinking through and organizing the effort and inviting the improvement teams.

9. Length of Organization of effort and Teamwork
Respondents took an average of 392 days (13 months; n = 46; 31 days–10.8 years, SD, 779)
to progress from the first meeting of the team to the end of the first pilot.

10. What Do Teams Work on?

11. Patterns of Problem Solving
64% (n = 89) were focused on customers' experiences

12. Patterns of Problem Solving
22% were genuine searches for a solution, as opposed to co-opting employees

13. Patterns of Problem Solving
22% stated both a gap and an opportunity
17% had both management and clinical input

14. Patterns of Problem Solving
35% focused on organization’s mission.

15. Nature of Meetings
Met an average of 14 times per project (n = 75; SD, 18)
Each meeting took 1.5 hours (n = 87; SD, 1.5)

16. Nature of Meetings
62% of the projects (n = 90) judged their meetings to be short and well organized
53% judged meetings to be more productive than expected

17. Nature of Meetings
59% meetings were judged to be more task-oriented than social and fun.

18. How Meetings Were Run?

19. Use of Flow Charts
In only 52% of 90 projects did the teams describe the current situation in detailed flowcharts
Creating flow charts took an average of 75 days (n = 65; SD, = 164)

20. Data Collection
79% collected data to examine whether the change they had introduced was an improvement.
Data collection took 62 days (n = 48; SD, 92)
17% of the projects sampled their patients
8% relied on subjective estimates to reduce data collection
17% planned for data collection ahead of their needs

21. 26% rolled out improvements to others units
Roll Out
26% rolled out improvements to others units
Rollout effort took 45 days (n = 19; SD, 52 days)
52% used a storyboard
22% used written reports
55% walked key employees through
61% changed work norms
14% adjusted budgets

22. Impact of Projects