| |
| |
Foreword | |
| |
| |
Preface | |
| |
| |
Acknowledgments | |
| |
| |
The Authors | |
| |
| |
Introduction: The Improvement Guide, Second Edition | |
| |
| |
| |
Introduction to Improvement | |
| |
| |
| |
Changes That Result in Improvement | |
| |
| |
Principles of Improvement | |
| |
| |
The Model for Improvement | |
| |
| |
Key Points from Chapter One | |
| |
| |
| |
Skills to Support Improvement | |
| |
| |
Supporting Change with Data | |
| |
| |
Developing a Change | |
| |
| |
Testing a Change | |
| |
| |
Implementing a Change | |
| |
| |
Spreading Improvements | |
| |
| |
The Human Side of Change | |
| |
| |
Key Points from Chapter Two | |
| |
| |
| |
Improvement Case Studies | |
| |
| |
| |
Improving the Morning Meeting | |
| |
| |
| |
Improving Service in a Dental Office | |
| |
| |
| |
Improving Methods for Teaching Biology | |
| |
| |
| |
Contamination in Shipping Drums | |
| |
| |
| |
Reducing Energy Use in School | |
| |
| |
Key Points from Chapter Three | |
| |
| |
| |
Methods for Improvement | |
| |
| |
| |
The Science of Improvement | |
| |
| |
Profound Knowledge | |
| |
| |
Milestones in the Development of Profound Knowledge | |
| |
| |
Key Points from Chapter Four | |
| |
| |
| |
Using the Model for Improvement | |
| |
| |
What Are We Trying to Accomplish? | |
| |
| |
How Will We Know That a Change is an Improvement? | |
| |
| |
What Changes Can We Make That Will Result in Improvement? | |
| |
| |
The Plan-Do-Study-Act Cycle | |
| |
| |
Using the Cycle to Build Knowledge | |
| |
| |
Key Points from Chapter Five | |
| |
| |
| |
Developing a Change | |
| |
| |
Some Typical Problems in Developing Changes | |
| |
| |
Reactive Versus Fundamental Change | |
| |
| |
Theory for Change | |
| |
| |
Methods for Developing Fundamental Change | |
| |
| |
Key Points from Chapter Six | |
| |
| |
| |
Testing a Change | |
| |
| |
Applying the Science of Improvement to Testing | |
| |
| |
Principles for Testing a Change | |
| |
| |
Designs for Testing a Change | |
| |
| |
Strategies for Testing | |
| |
| |
Key Points from Chapter Seven | |
| |
| |
| |
Implementing a Change | |
| |
| |
Testing a Change | |
| |
| |
Implementing a Change | |
| |
| |
Implementation as a Series of Cycles | |
| |
| |
Implementing Changes to Achieve and Maintain Improvement | |
| |
| |
The Social Aspects of Implementing a Change | |
| |
| |
Key Points from Chapter Eight | |
| |
| |
| |
Spreading Improvements | |
| |
| |
A Framework for Spread | |
| |
| |
Phase for Organizational Readiness for Spread | |
| |
| |
Phase for Developing an Initial Spread Plan | |
| |
| |
Phase for Executing and Refining the Spread Plan | |
| |
| |
Key Points from Chapter Nine | |
| |
| |
| |
Integrating Methods for the Improvement of Value | |
| |
| |
Eliminating Quality Problems | |
| |
| |
Reducing Costs While Maintaining or Improving Quality | |
| |
| |
Expanding the Expectations of Customers to Increase Demand | |
| |
| |
Developing an Environment Conducive to the Improvement of Value | |
| |
| |
Key Points from Chapter Ten | |
| |
| |
| |
Improving Large or Complex Systems | |
| |
| |
Project Setup and Management | |
| |
| |
Understanding the System and Developing High-Impact Changes | |
| |
| |
Testing and Learning Systems | |
| |
| |
Key Points from Chapter Eleven | |
| |
| |
| |
Case Studies of Improvement Efforts | |
| |
| |
| |
Reducing the Occurrence of No-Fault-Found Components | |
| |
| |
| |
Improving the Drill Process | |
| |
| |
| |
Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit | |
| |
| |
| |
Improving Safety at a Manufacturing Plant | |
| |
| |
| |
Improving the Credentialing Process at CareOregon | |
| |
| |
| |
Improving Sales at a Specialty Chemical Company | |
| |
| |
Key Points from Chapter Twelve | |
| |
| |
| |
Improving Value as a Business Strategy | |
| |
| |
| |
Making the Improvement of Value a Business Strategy | |
| |
| |
Building the System of Improvement | |
| |
| |
Key Points from Chapter Thirteen | |
| |
| |
| |
Developing Improvement Capability | |
| |
| |
Developing Improvement Capability in the Workforce | |
| |
| |
Organization to Support the Focus on Improvement | |
| |
| |
Development of Other Capabilities | |
| |
| |
Key Points from Chapter Fourteen | |
| |
| |
Sample Agendas for Getting Started, Sponsors, and Improvement Advisors | |
| |
| |
Development of Internal Improvement Advisors: Topical Agenda | |
| |
| |
Appendixes | |
| |
| |
| |
A Resource Guide to Change Concepts | |
| |
| |
How to Use Change Concepts | |
| |
| |
The Change Concepts | |
| |
| |
| |
Tools and Methods to Support Improvement | |
| |
| |
Methods and Tools for Viewing Systems and Processes | |
| |
| |
Methods and Tools for Gathering Information | |
| |
| |
Methods and Tools for Organizing Information | |
| |
| |
Methods and Tools for Understanding Variation | |
| |
| |
Methods and Tools for Understanding Relationships | |
| |
| |
Methods and Tools for Project Management | |
| |
| |
Standard Forms for Improvement Projects | |
| |
| |
| |
The Model for Improvement and Other Roadmaps | |
| |
| |
Fundamental Questions for Improvement | |
| |
| |
Alternative Roadmaps for Improvement Projects | |
| |
| |
Summary | |
| |
| |
Notes | |
| |
| |
Index | |