Management Practices for Sustainability Module 5: Visual Management
Slide 1: Management Practices for Sustainability Module 5: Visual Management
Management Practices for Sustainability
Module 5: Visual Management
Slide 2: A Frontline Management System To Promote Safety Standard Work
Image: This image shows the interactions between the different elements of the frontline management system. The elements include standard safety work by staff, the daily safety huddle, visual management, escalation, observation of safety work, problem solving, and integration with leaders. The image shows how these elements are mutually reenforcing to effect sustained improvement.
* Quality improvement
Slide 3: What Is a Visual Management Board and Why Is It Important?
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WHAT? |
WHY? |
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Slide 4: A Sample Board – “Advanced”
Image: Visual Management Board Example: Elements You Can Use - This image shows an example of a visual management board with numerous elements, such as a list of the patients for the day with safety flags, a table showing observations of surgical checklist use and the outcomes of observation, and measures such as number of days since last harm event.
Components
✔ Safety status for today’s patients
✔ Safety metrics
✔ Safety training
✔ Leader standard work
✔ Improvement projects
Note: Do not display identifiable patient data in area with patient traffic
See tips on slide 10 for handling patient privacy concerns
Slide 5: Basic Set of Metrics (Minimal Version)
Key outcome measures
- Days since last harm; days since last near miss
Indicators of surgical safety checklist use
- Results of observations
List and status of concerns
Huddle agenda
Slide 6: Apply the Model for Improvement To Introduce a Visual Management Board
- Aims: Introduce visual management board into practice to promote and track safety standard work.
- Measures: Is a visual management board supported by staff? Does the use of a visual management board result in the gains in key measures like patient safety culture survey?
- Changes: Introduce a visual management board into huddles for key units (e.g., operating room, pre-/postoperative).
- Plan: Lay out the specifications of your test.
- Do: Conduct the test.
- Study: Review how the test went and what lessons were learned.
- Act: Integrate your learning into your next test or into daily practice.
Slide 7: Details To Consider for Your First Test
Image: Details to consider for your first test flow chart
Slide 8: Practical Tips To Remember for Your First Test
- Keep the board free of clutter
- Integrate the board with daily huddles
- Start simple
- Manage the problem list regularly
Slide 9: Additional Tests To Hardwire Visual Management Board Into Daily Practice
- Can we draft a visual management board?
- Can we use the visual management board in a huddle?
- Can we update it daily for huddles?
Additional tests to consider
- Additional measures (e.g., tracking safety standard work staff training)
- Multiple departments
Slide 10: Testing and Implementation: Common Problems and Tips for Visual Management Boards
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Problem #1: Privacy and safety measures |
Problem #2: We already have a visual board, focused on patient flow |
Problem #3: The board is not updated consistently |
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Solution #1: Cover the board when not in use Solution #2: Keep the board in a separate, private location between huddles |
Solution #1: Integrate the two boards; include flow measures together with safety measures |
Solution #1: Delegate responsibility for updates to multiple staff, so no one person feels overwhelmed (rotation, and/or one measure per staff member) |
Slide 11: Additional Resources on Visual Management Boards
- Lean Daily Management Boards (Daily Management for Healthcare Field Book, 2016)1
- Don’t forget to visit the “component kit” on visual management on the AHRQ Web site – companion material to this presentation
Slide 12: References
1. Berlanga GA, Husby BC. Lean daily management boards. In: Daily Management for Healthcare Field Book. New York: Productivity Press; 2016:chapter 3.
