The Science of Improvement on a Whiteboard
- Overview
- Deming’s System of Profound Knowledge 1
- Deming’s System of Profound Knowledge 2
- Model For Improvement Clip 1
- Model For Improvement Clip 2
- Whiteboard Driver Diagrams
- Whiteboard The PDSA Cycle Part 1
- Whiteboard The PDSA Cycle Part 2
- Whiteboard Run Chart 1
- Whiteboard Run Chart 2
- Whiteboard Static vs Dynamic Data
- Whiteboard Flowchart
- Whiteboard Control Charts 1
- Whiteboard Control Charts 2
- Whiteboard Divergent & Convergent Thinking Part 1
- Whiteboard Divergent & Convergent Thinking Part 2
- Whiteboard Family of Measures
- Whiteboard Force Field Analysis
- Whiteboard Pareto Analysis
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Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
In short videos, he breaks down everything from Deming’s System of Profound Knowledge, to the PDSA cycle, to run charts. Click, sit back, and enjoy the learning.
Deming’s System of Profound Knowledge 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
The System of Profound Knowledge (SoPK) is the culmination of Dr. W. Edwards Deming’s lifelong work. It is an effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organisation, with the aim for everybody to win. By management appropriately applying the principles and practices of SoPK, a business can simultaneously reduce costs through reducing waste, rework, staff attrition and litigation, while increasing quality, customer loyalty, worker satisfaction and, ultimately, profitability.SoPK ties together Dr. Deming’s seminal theories and teachings on quality, management and leadership into four interrelated areas: appreciation for a system, knowledge of variation, theory of knowledge and psychology.
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Deming’s System of Profound Knowledge 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
The System of Profound Knowledge (SoPK) is the culmination of Dr. W. Edwards Deming’s lifelong work. It is an effective theory of management that provides a framework of thought and action for any leader wishing to transform and create a thriving organisation, with the aim for everybody to win. By management appropriately applying the principles and practices of SoPK, a business can simultaneously reduce costs through reducing waste, rework, staff attrition and litigation, while increasing quality, customer loyalty, worker satisfaction and, ultimately, profitability.SoPK ties together Dr. Deming’s seminal theories and teachings on quality, management and leadership into four interrelated areas: appreciation for a system, knowledge of variation, theory of knowledge and psychology.
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Model For Improvement Clip 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
The Model for Improvement is a simple yet powerful tool for accelerating improvement. The model is not meant to replace change models that organizations may already be using, but rather to accelerate improvement. This model has been used very successfully by hundreds of health care organisations in many countries to improve many different health care processes and outcomes.The model has two parts:Three fundamental questions, which can be addressed in any order.
The Plan-Do-Study-Act (PDSA) cycle to test changes in real work settings. The PDSA cycle guides the test of a change to determine if the change is an improvement.
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Model For Improvement Clip 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
The Model for Improvement is a simple yet powerful tool for accelerating improvement. The model is not meant to replace change models that organizations may already be using, but rather to accelerate improvement. This model has been used very successfully by hundreds of health care organisations in many countries to improve many different health care processes and outcomes.The model has two parts:Three fundamental questions, which can be addressed in any order.
The Plan-Do-Study-Act (PDSA) cycle to test changes in real work settings. The PDSA cycle guides the test of a change to determine if the change is an improvement.
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Whiteboard Driver Diagrams
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
A driver diagram illustrates a ‘theory of change’, that can be used to plan improvement project activities. This technique provides a way of systematically laying out aspects of an improvement project so they can be discussed and agreed on collaboratively by the project team.
In essence, it is a visual strategy for tackling a complex problem.
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Whiteboard The PDSA Cycle Part 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard The PDSA Cycle Part 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
You can use Plan, Do, Study, Act (PDSA) cycles to test an idea by temporarily trialling a change and assessing its impact. This approach is unusual in a healthcare setting because traditionally, new ideas are often introduced without sufficient testing.
The four stages of the PDSA cycle:
Plan – the change to be tested or implemented
Do – carry out the test or change
Study – data before and after the change and reflect on what was learned
Act – plan the next change cycle or full implementation
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Whiteboard Run Chart 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Run Chart 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Static vs Dynamic Data
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
Looking at your data before and after an intervention isn’t enough to tell you if your changes led to improvement. Bob Lloyd explains why tracking data over time and studying variation are key methods in the science of improvement in health care.
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Whiteboard Flowchart
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Control Charts 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Control Charts 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Divergent & Convergent Thinking Part 1
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Divergent & Convergent Thinking Part 2
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Family of Measures
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Force Field Analysis
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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Whiteboard Pareto Analysis
Robert Lloyd, Vice President, Institute for Healthcare Improvement, uses his trusty whiteboard to dissect the science of improvement.
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