HCI 3 Exam 1 COMBINED

Lock in

focus of six sigma through minimizing defects in production by continuous improvement

quality of services

focus of lean through improving customer loyalty and product quality by reducing waste

improve efficiency

LSS standard of excellence

measures the variability of a process concerning specification limits set by the customer

sigma

continuous improvement that involves all participants

kaizen

metric that represents process performance, amount of variation, and likelihood of a defect occurring

sigma level

five principles of lean

value, value stream, flow and pull, empowerment, and perfection

amount customers will pay for a good/service

value

visualizing and mapping out high-level actions of an entire process to identify value-added activities, time delays, activities that can be eliminated, and non-value-added activities

create value stream

increase the flow of products/services through the value stream based on customer demand (just-in-time)

flow and pull

enabling employees to provide greatest customer value to eliminate waste

empowerment

working towards 0 defects and 0 waste

perfection

process maps, FMEA, measurement systems, analysis, and control plans are examples of _______ (six sigma/lean manufacturing)

six sigma

value stream mapping, just in time, kanban, and poka-yoke are examples of _______ (six sigma/lean manufacturing)

lean manufacturing

lead, execute, and complete the LSS project

black belt

support LSS projects through executing a subset of tools and phases

green belt

everyone who interacts with the process of LSS

white belt

teach, coach, and mentor all belts below them to ensure tools are being applied properly

master black belt

slide 12

Shewhart performance improvement model

plan-do-check-act (PDCA) cycle

Ishikawa model to improve customer service by organizing possible causes (X's) for a problem (Y)

fishbone diagram

senior organization executive that creates the vision; defines the strategic goals, metrics, and business targets to create and promote LSS

executive management

business unit leader responsible for project P&L; leadership role in project identification, prioritization, and definition of project scope that removes roadblocks, aligns, and allocates resources where required

executive sponsor

departmental upper-level managers who work with sponsor to align project goals and objectives to their department

champions

calculating sigma level formula in yield (%)

[(opportunities - defects) / opportunities] x 100

define DMAIC model

define, measure, analyze, improve, and control

five requirements of total quality management (TQM)

quality commitment, empowered employees, reward structure, strategic planning, and quality monitoring

benefits of TQM

employee engagement/morale, reduction in product costs, decreased cycle times, and customer satisfaction

focused on technical processes that occur throughout an organization; costly and only used when there is expected exponential gain

business process reengineering (BPR)

matches performance needs (management, design, and goals) to performance levels (performer, process, and organization)

rummler-brache 9-box model

used when new teams want to create new technical products or integrate new developments one existing products within a short time frame

scrum

scrum phase where development teams analyze data and come up with a concept for the new product or upgrade

pregame

scrum phase where teams begin to develop the product via programming sprints

game

scrum phase with quality assurance, testing, and change management

postgame

outside-in approach to process improvement with the primary goal of aligning processes throughout an organization with customer satisfaction goals; in-ward facing departments like HR, legal, and accounting typically have difficult times with cultural changes

customer experience management method (CEM)

fast-paced method for identifying problems and solutions in a single session for small-scale solutions quickly; wait-and-see mentality and should not be used for sweeping changes

jumpstart

the eight muda that are non-value added tasks within a process

overproduction, defects, inventory, motion, transportation, waiting, over-processing, and skills

non-value-added tasks that might be essential or required by circumstances like HR and quality checks

type 1 muda

non-value-added tasks that are not essential and can be immediately removed from a process

type 2 muda

5 steps of Japanese lean approach to organizing a workspace

sort, straighten, shine, standardize, and sustain

overall benefits of the 5S

increased safety, regulatory compliance, foundation for easy improvement implementation, identification of waste, and quality improvement

use voice of the customer to learn the value associated with a product/service

customer-focused improvement

removing items, actions, and people that are unnecessary to the outcome

waste removal

giving employees the tools and processes required

equipping people

the VOC helps to define the customer's ______

needs

should be included in any financial discussions in LSS

financial representative

pareto principle

20% of causes lead to 80% of effects

pareto priority index

[(savings $) x (probability of success)] / (cost x completion time)

project charter requirements

problem statement, goal statement, business case, key milestones, and roles & responsibilities

the basics of project management include

project charter, stakeholder analysis, project management plan, and communication plan

reads like a 30-second elevator pitch that states the problem

problem statement

occurs when teams look to make infinite perfections on a process

scope creep

helps identify pressures for and against a decision or a change

forcefield analysis

define SIPOC that transforms inputs into outputs

suppliers, input, process, output, and customers

an approach to study and improve health outcomes of a specific group of people

population health

people who have public or private health insurance or uninsured

payers

hospitalized patients, ambulatory care patients, etc.

health system

people who live in an area, have certain risk factors, or diagnosed with certain conditions

community

preventing the disease before it occurs in healthy people through education

primary prevention

detecting the disease early through screening

secondary prevention

managing disease(s) to reduce morbidity, mortality, and to maintain quality of life

tertiary prevention

model to save money at the population level by keeping patients as healthy as possible and avoiding preventable expenditures; optimize preventative services, identify high-risk patients, and improve disease management strategies

population health management (PHM)

pharmacists' services in population health include

patient education/engagement, medication optimization/management, interdisciplinary team collaboration, addressing health disparities, data analysis/improvement, and technology/care model innovation

pharmacist-initiated actions that directly result in patient management or drug therapy changes

clinical pharmacist interventions (CPI)

focuses on quality care, provider performance, and the patient experience

value-based care (VBC)

clear statement that explains the benefits a company offers to its customers and answers "why should a customer choose your product over others?"

value proposition

quantifiable standards developed to measure the quality of healthcare provided

quality measures

support internal quality improvement, monitoring, and assessment of ADEs related to patient safety and reflect inpatient quality of care

hospital level quality indicators

identify and evaluate access to outpatient care and provides insight into the health of the community and community-based healthcare systems

geographic level quality indicators

used as a "screening tool" flagging potential healthcare access problems or population health concerns in a defined area; often work with public health agencies, states, healthcare systems, and organizations to improve healthcare quality

area level quality indicators

standardized performance measurement of health plans icluding commercial, Medicare, and Medicaid; maintained by the NCQA

healthcare effectiveness data and information set (HEDIS)

six core domains of HEDIS measures

effectiveness of care, access of care, experience of care, utilization and risk-adjusted utilization, health plan descriptive information, and measures collected using electronic clinical data systems

proportion of eligible members who received preventative services such as childhood immunization status, flu vaccinations, breast cancer screening, and controlling high BP

prevention measure

proportion of eligible members who received recommended care for certain conditions such as pharmacotherapy management of COPD exacerbation, pharmacotherapy for opioid use disorder, or osteoporosis testing and management in older women

treatment measure

rate the qualitiy of Medicare Advantage and Medicare Prescription drug plans (part C and/or part D) on a scale of 1-5; determine rebate amounts

CMS star ratings

five broad categories of CMS star ratings

outcomes, intermediate outcomes, patient experience, access, and process

reflect improvements in a beneficiary's health and are central to assessing quality of care

outcomes

reflect actions taken that can assist in improving a beneficiary's health status

intermediate outcomes

reflect beneficiary's perspectives of the care they received

patient experience

reflect processes and issues that could create barriers to receiving needed care

access

capture the healthcare services provided to the beneficiaries which can assist in maintaining, monitoring, and improving their health status

process

ensuring policies, procedures, and activities are consistent with rules, regulations, and standards

compliance

an observable or measurable terminal event; result of performance

outcomes

combination of traditional clinical-based outcomes with more contemporary measures of economic efficiency and quality

ECHO model

define ECHO

economic, clinical, and humanistic outcomes

cost-of-illness, cost-minimization analysis, cost-benefit analysis, etc. are examples of ______ evaluations

economic

quality of life, patient preferences, patient satisfaction, and willingness-to-pay are examples of ______ evaluations

humanistic

T/F: there is a universally accepted definition in healthcare about quality

false

degree to which health services for individuals and populations increases the likelihood of desired health outcomes and are consistent with current professional knowledge based on the Institute of Medicine (IOM)

quality

the current focus for measuring quality in pharmacy is _____ (structure/process/outcomes)

outcomes

classifies quality as structural, process, or outcome

Donabedian model

provide consumers with a senes of health care provider's capacity, systems, and processes to provide high-quality care

structural

indicates what a provider does to maintain or improve health for healthy people or those diagnosed with a health care condition

process

impact of health care services or intervention on health status of patients; end results generally of numerous factors

outcome

in value-based care model, healthcare organizations and providers assume _____ (more/less) risk

more

what a reasonable and prudent pharmacist would do under the same conditions; not what any pharmacist would do

pharmacy standard of care

Pharmacy Standard of Care is thou ______ (must/should)

must

general written document that establishes a standard by which the institution manages its affairs (thou must)

policy

description of the operational processes necessary to implement policy (thou shall)

procedure

gives recommendations, interpretations, administrative instructions, best practice guidance, or frameworks in which to operate (thou should)

guideline