Measurement for Improvement 18 March 2008 Mike Davidge.
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Transcript of Measurement for Improvement 18 March 2008 Mike Davidge.
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Measurement for Improvement
Measurement for Improvement
18 March 2008
Mike Davidge
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Measurement for Improvement
The prologue
What actually is
the question?
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Measurement for Improvement
What are we trying toaccomplish?
How will we know that achange is an improvement?What changes can we make
that will result in the improvements that we seek ?
Model for improvement
Act Plan
Study Do
aims
measurements
interventions
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Measurement for Improvement
How does measurement help us?
• By showing the variation that lives within our data (and therefore our processes)
• By indicating whether the way we react to that variation is taking us in the right direction
Source: Robert Lloyd IHI 2006
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Measurement for Improvement
The measurement journey
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Measurement for Improvement
Why are we measuring?
Resea
rch
Resea
rch
JudgementJudgement
Improvem
ent
Improvem
ent
The answer to this question will guide our entire The answer to this question will guide our entire measurement journeymeasurement journey
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Measurement for Improvement
Measurement for judgement
0.00
5.00
10.00
15.00
20.00
25.00
35
37
39
41
43
45
47
49
51 1 3 5 7 9
11
13
15
17
19
21
23
25
27
29
31
33
35
% waiting over 4 hours in A&E
England by week 2003/04
target
The week Trusts were
measured for performance
ratings
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Measurement for Improvement
Outpatient waiting times
The rise and fall of outpatient long waiters(waiting over 13 weeks)
0
1
2
3
4
5
6
Jun-96
Dec-96
Jun-97
Dec-97
Jun-98
Dec-98
Jun-99
Dec-99
Jun-00
Dec-00
Jun-01
Dec-01
Nu
mb
er
(00
,00
0s
)
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Measurement for Improvement
The 3 reasons for measurement
Source: Robert Lloyd IHI 2006
Why is measurement
for improvement
different?
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Measurement for Improvement
Take two numbers
29
12
0
5
10
15
20
25
30
35
Q1 Q2
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Measurement for Improvement
Take two numbers
1229
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Measurement for Improvement
We have 2 quarterly data points - is this an improvement?
Executive Time Series
0
20
40
60
80
100
J F M A M J J A S O N D
Months
So
me
thin
g I
mp
ort
an
t
Higher is better
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Measurement for Improvement
Are we assuming something like this?
Executive Time Series - linear trend
0
20
40
60
80
100
J F M A M J J A S O N D
Months
So
meth
ing
Im
po
rtan
t
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Measurement for Improvement
But it could be like this ...
Executive Time Series - no trend
0
20
40
60
80
100
J F M A M J J A S O N D
Months
So
meth
ing
Im
po
rtan
t
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Measurement for Improvement
Or this ...
Executive Time Series - seasonal dip
0
20
40
60
80
100
J F M A M J J A S O N D
Months
So
me
thin
g I
mp
ort
an
t
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Measurement for Improvement
Or this!
Executive Time Series - one month blip
0
20
40
60
80
100
J F M A M J J A S O N D
Months
So
me
thin
g I
mp
ort
an
t
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Measurement for Improvement
Case study: Housing repairs
Example courtesy of John Seddon in ‘Freedom from Command & Control’
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Measurement for Improvement
The scenario
• A Local Authority manages a large stock of housing• They manage repairs using 2 measures
BudgetTime to repair
• ‘Time to repair’ is a government mandated BVPI (best value performance indicator) measured in %% emergencies completed in 24 hrs% urgents completed in 7 days% routines completed in 28 days
• The LA achieving all BVPI’s
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Measurement for Improvement
Hunky dory?
• What does the customer want?
• Repair done quickly and properly
• How do we know we are delivering this?
• Let’s measure the end to end time – from request to job complete
• But there’s a problem – the IT system couldn’t provide the data – they only had the BVPI percentages so had to track each job manually
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Measurement for Improvement
SPC chart showing true performance
Total Elapsed Time of Repairs
0
20
40
60
80
100
120
140
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49
Consecutive jobs
Days t
o c
om
ple
te
Job time Average (31) UCL (85)
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Measurement for Improvement
Not so hunky dory …
• Special causes not different – system unstable
• Achieve targets by distorting the data & systemIgnore if tenant is outReclassifying emergencies as urgentsSplitting a job into several, each one opened & closed
• Got a problem? Have a management restructure!Actually destabilised the system even more
Total Elapsed Time of Repairs
0
20
40
60
80
100
120
140
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49
Consecutive jobs
Days t
o c
om
ple
te
Job time Average (31) UCL (85)
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Measurement for Improvement
So what next?
• They understood they had a problem
• They looked at the process and discovered it was broke40% ‘failure’ demand at the call centreTradesmen scheduling work to maximise earningsQueuing to get the right materials
• Led to redesigning the process
• Within weeks all repairs completed within 8 days
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Measurement for Improvement
They didn’t know they had a problem until they measured the right thing
in the right way!
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Measurement for Improvement
And that reminds me of …
“What gets measured gets managed”
“even when it’s pointless to measure and manage it and even if it harms the
purpose of the organisation to do so.”
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Measurement for Improvement
The 3 reasons for measurement
Source: Robert Lloyd IHI 2006
Why is measurement
for improvement
different?
![Page 26: Measurement for Improvement 18 March 2008 Mike Davidge.](https://reader035.fdocuments.net/reader035/viewer/2022062421/56649e435503460f94b3723e/html5/thumbnails/26.jpg)
Measurement for Improvement
What are we trying toaccomplish?
How will we know that achange is an improvement?What changes can we make
that will result in the improvements that we seek ?
Model for improvement
Act Plan
Study Do
aims
measurements
interventions
Source: IHI
Save 1000 lives and 50,000 episodes of harmHSMR and Global Trigger Tool
6 Content Areas
national
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Measurement for Improvement
What are we trying toaccomplish?
How will we know that achange is an improvement?What changes can we make
that will result in the improvements that we seek ?
Model for improvement
Act Plan
Study Do
aims
measurements
interventions
Use the measures and interventions for each of the content areas
local
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Measurement for Improvement
How to measure?
CC
AA
RR
ollect – the right data in a sustainable way
nalyse – the right measures presented in a helpful way
eview – whether your changes are having the desired effect
Start collecting the data and using it for local decision making
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Measurement for Improvement
The ‘How’ questions
• How many of your project leads can:Collect the relevant dataAnalyse data effectively (create run charts)Review it regularly (interpret charts and make the right
decisions)
• How much time do your Information analysts have to support them?
• How many of the content area measures can be obtained via your corporate IT systems?
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Measurement for Improvement
In summary
• Measures follow aims – clarity here means you know what 42 means
• Measurement for improvement is different from the other types of measurement we are used to
• Plot your data over time to understand current situation and track changes
• Ensure your project teams have the right measurement skills
• Re-align your Information department to provide longer term sustainability