Define It
Scope & Problem
Root Cause Detective
Measures & Teams
PDSA & Sustainment
100

A project where the solution is already known and needs implementation.

What is Project Management?

100

Before you solve a problem, you should clearly define this.

What is scope?

100

Long wait times, complaints, and delays are examples of these.

What are symptoms?

100

This person sets direction, removes barriers, and supports resources.

Who is the sponsor?

100

The first step in PDSA.

What is Plan?

200

An issue with unknown causes that requires investigation before solutions.

What is Performance Improvement?

200

This occurs when projects expand beyond their original boundaries.

What is scope creep?

200

Workflow design, unclear roles, and communication gaps are examples of these.

What are root causes?

200

A goal that is Specific, Measurable, Achievable, Realistic, and Time-bound.

What is a SMART goal?

200

After a successful test, this is one possible next action.

What is Adopt?

300

Dr. Juran described a project as a business problem scheduled for this.

What is a solution?

300

Specifics, Severity, and this third element create a strong problem statement.

What is Data?

300

This technique repeatedly asks the same question to uncover root causes.

What are the 5 Whys?

300

This measure tells whether you achieved the overall result you wanted.

What is Outcome Measure?

300

Awareness, Desire, Knowledge, Ability, and Reinforcement are components of this.

What is Change Management?

400

These are the three Model for Improvement questions.

What are:

  1. What are we trying to accomplish?
  2. How will we know change is an improvement
  3. What change can we make that will result in improvement?
400

"While we're at it…" is considered one of these project warning signs.

What is a scope creep warning sign?

400

Name three of the common types of waste discussed.

What are any three of: 

Waiting, Motion, Searching, Inventory, Overprocessing, Variation, Defects/Rework, Unclear Roles?

400

These measures help determine whether your changes create unintended consequences.

What are Balancing Measures?

400

The project is not complete until this phase is addressed

What is Sustainment?

500

This tool tells the story of an improvement effort in a structured format.

What is an A3?

500

Name two questions physician leaders should ask when defining scope.

  • What process are we improving?
  • Who is affected?
  • What locations are included?
  • What is not included?
  • What is not negotiable?
500

"Patients are waiting 45 minutes" is not necessarily the problem but could be one of these.

What is a symptom?

500

Name four groups that may need a seat at the table.

Examples:

  • Executive Sponsors
  • Department Leaders
  • Managers
  • Supervisors
  • Physicians
  • Nurses
  • Staff
  • IT
  • Operations
  • Scheduling
  • Quality
500

Name at least three things required before closing an improvement project.

Any three:

  • Process owner identified
  • Metrics reviewed
  • Standard work updated
  • Training completed
  • Monitoring plan established