The Driver Diagrams for Quality Improvement

This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.

1. Developing Solutions: Driver Diagrams

2. Learning Objectives

3. Outline

4. Recap: QI Tool: Root Cause Analysis 4

5. Establish a QI team Define the problem Determine overall improvement aim Develop system for measuring improvement Identify & test change ideas Collect data & analyze change Reminder: Common QI Project Steps

6. The Model for Improvement AIM What are we trying to accomplish? MEASUREMENT How will we know if a change is an improvement? CHANGE What changes can we make to result in improvement? - Langley G, Nolan T, Norman C, Provost L (1996) The Improvement Guide Driver diagrams are a QI tool that can help teams answer this question

7. Help to answer the question, What change can we make that will lead to improvement? Conceptualize a quality issue and generate change ideas linked to root causes Explore systems and process mechanisms through primary and secondary drivers Generate theories and hypotheses about change initiatives that can lead to improvement Driver Diagrams

8. Strategic planning and analysis tool that is updated systematically throughout an entire project Breaks down an aim into the drivers that contribute to and the detailed actions that could be done to achieve the aim Helps to focus on the cause-and-effect relationships that exist in complicated systems Provides a pathway for change which identifies the types of interventions that can bring about the desired outcome Driver Diagrams: Purpose

9. Driver Diagrams

10. Driver Diagrams

11. Aim Statement Primary Drivers : System factors, processes, structures and influences that directly link to aim Secondary Drivers : Situation-specific factors that can form the basis for specific interventions Change Ideas Measurement Indicators Driver Diagrams: Main Components

12. Key Components of a Driver Diagram Primary Drivers System factors, processes, structures and/or influences that are directly linked to the aim Secondary Drivers Situation-specific factors that can form the basis for individual interventions Aim Statement Improvement goal Change Ideas Interventions

13. Team approach: Gather key stakeholders Start with the improvement aim Brainstorm: What main factors influence the aim? » Where? What? When? Who? Why? Group drivers into primary or secondary Generate change ideas related to the drivers Link the drivers and change ideas with arrows Include indicators and measurements Developing a Driver Diagram

14. High-level factors that directly influence the aim Can form the basis for outcome indicators Examples can include the major categories in a fishbone diagram: Primary Drivers 6 M’s 8 P’s 6 Performance Factors M anpower, M achines, M anagement, M easurement, M ethods & M aterials P rice, P romotion, P eople, P rocess, P lace, P olicy, P rocedure & P roduct S urroundings, S uppliers, S ystems & S kills 4 S’s Job expectations , Performance feedback , Environment & tools, Skills & Knowledge , Organisational Support, Motivation

15. Lower-level, more actionable drivers Drivers that can form the basis for specific interventions Situation-specific causes or factors that are related to the primary driver Measurable components are usually process indicators Secondary Drivers

16. Literature reviews and evidence base Professional networks and associations B orrowing and collaborations Review of failed ideas Creative brainstorming methods Generating Change Ideas

17. Aim for quantity (The more ideas the better) Encourage participation ( Welcome & note all ideas) Do not rush to criticize Once list is complete Categorize/group ideas Analyze & reduce list of ideas Brainstorming change ideas: Dos & Don’ts

18. Weight Loss Example

19. Cheers team