1. Understanding Variation In Healthcare

2. W. Edwards Deming “If I had to reduce my message to management to just a few words, I’d say it all has to do with reducing unnecessary variation.”

3. Numbers We Use Every Day Time taken to drive to work Number of patients in the ED Number of medication errors Revenue per month Average daily census in the hospital Number of research studies approved by the IRB per week.

4. How to look at data

5. Registration Times Actual time (minutes) it took to register patients in a hospital ED 1567 41410 1254 3 711 1483541720 1053 What information do these numbers provide?

6. Does this help?

7. Average waiting time is……. The mode (frequent number) is…… The median is………….. Would any of these numbers help improve the process?

8. Run Chart of ED Registration Time Patient Number Minutes to Register MEAN

9. Run Chart May not give you all the answers, but it well help you ask smarter questions (e.g. What happened when the registration time was much higher?) Provides insight into process behavior (Seems like there are two processes, one group registers quickly the other more slowly.) No statistical calculations needed Use for any type of process and any type of data

10. Understanding Variation Variation exists and permeates all processes. No two things are exactly alike. The problem we face is to be able to measure the extent of the variation and to establish to what degree the variation matters and to whom it matters.

11. Common and Special Cause Variation Write the letter “a” eight times on a piece of paper using your dominant hand. Make all of them the same. ___ ___ ___ ___ Are they exactly the same? Why or why not?

12. Common and Special Cause Variation Write the letter “a” three times using your dominant hand, three times with your other hand, then two times with your dominant hand. Make all of them the same. ___ ___ ___ ___ Are they the same? Why or why not?

13. The dominant hand created variation because of the pen and/or paper you used, amount of coffee you’ve had, friction of your hand, etc. etc. This is common cause variation. It is inherent in the process. Using the non-dominant hand clearly shows something very different. This is special cause—it does not always happen in the process of writing. Since it so different, you would want to ask “why”.

14. Common and Special Cause Variation Common cause variation –is always present –Is inherent in the process Special cause variation –In addition to common cause variation it is data that signifies the presence of a signal that needs to be investigated. Not knowing the difference can create wasted time and effort for all.

15. Taking Action Action Needed YesNo Action Taken No Yes What rules govern your decision?

16. Actions to Take Common Cause Recognize the variability inherent in the process Responding to this variation is a waste of time However, the more variation the lower the reliability To change the results, change the process Special Cause Differentiate from common cause variation (rules exist for this) Find out what happened Eliminate or minimize the impact if negative Build positive impact into process

17. Why Use Run Charts “Before and after” data can mask the behavior of a process. Run charts allow you to see the behavior of the process. Review the following charts that display both “before and after” and run charts.

18. Evaluating a Change: Displaying Before and After Results Change Made During Week 8 Week-by-Week ValuesAverages of Before and After

19. Change Made During Week 8 Week-by-Week Values Averages of Before and After Evaluating a Change: Displaying Before and After Results

20. Change Made During Week 8 Week-by-Week ValuesAverages of Before and After

21. Evaluating a Change: Displaying Before and After Results Change Made During Week 8 Week-by-Week ValuesAverages of Before and After

22. Summary “Before and after charts” would suggest that the changes made at week 8 resulted in improvements. Yet when you look at the run charts, data suggest that some of the improvements began before the action was taken. If this improvement was an expensive proposition, the wrong conclusions will be made.

23. There are many causes for the variation seen on the run chart. All these must be taken into consideration. Changing only one may not result in a significant improvement. Relationship between outcomes and process variables