Describe how the problem relates to the performance of the organization.
State the problem in terms that are visible, specific, and usually measurable.
Be of a size and complexity that is manageable.
Problem statements should never:
Give any preconceived indication of what the root cause might be;
State or imply a particular type of solution;
Affix blame for the problem;
Read through the following problem statements. These are good examples of statements that follow the rules stated above.
“In the opinion of the Operating Room (OR) physicians and staff, the first procedure in each room of the OR starts late and the room turnover times are too long. This is leading to physician dissatisfaction, staff tension, inaccurate scheduling, delays in patients| cases, and possibly additional cost in the delivery of operating room services.” —Operating Room First Case Late Start/Room Turnover Process Action Team
“Currently no money is collected at the time of service for care rendered in Emergency Department. This results in financial losses and increased usage of Emergency Department for non-emergency complaints.” — Emergency Department Cash Collections Process Team
“The efficiency and timeliness of patient transfers between areas (Cardiac Catheterization Laboratory, Emergency Department, Evaluation Center, Intensive Care Unit, Medical/Surgery Nursing Unit, Operating Room, Post-Anesthesia Care Unit, Ambulatory Care Center, Radiology, Same Day Surgery, Special Procedures) does not meet the expectations of patients, physicians, or staff. The result is longer patient waiting time, longer physician waiting time, delayed patient procedures, inappropriate patient procedures, poor communication between staff members, and confusion and conflict over roles and responsibilities.” — Hospital Patient Flow Team.
You probably noticed that the problem statements you just read involved a number of people and sometimes a number of departments. The best way to approach the problem and take steps toward improvement is to involve representatives from each department or a group of people directly involved with the problem. Gathering a team of people familiar with the problem and its underlying elements is an excellent approach to CQI. Create a CHARTER for your process action team. Discuss how you will coach your team through the issues/steps above. Indicate the performance indicators/hoped for outcomes. Indicate how you will maintain a high level of involvement on the part of staff and what mechanisms/strategies you will use to keep them on track. Indicate how you will assist them with collecting their data. Summarize the benefits the organization will receive from this approach. Essentially, you are creating a proposal so that others will understand why this team approach is necessary.
