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  • QI Models in Ethiopian Context: Federal Ministry of Health of Ethiopia

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    Abebe Gedam
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    This document discusses quality improvement (QI) models in the Ethiopian context. It notes that while different countries and organizations use different QI methods, they all share the same underlying concepts. The document advocates harmonizing QI approaches to avoid fragmentation and confusion. In Ethiopia, none of the QI models like KAIZEN, the National Quality Strategy, or the Model for Improvement is seen as superior. Both KAIZEN's 5S methodology and the Model for Improvement's Plan-Do-Study-Act cycle are promoted as they are applicable across organizations and levels, facilitate teamwork and iterative learning. The 5S approach is positioned as an entry point for all QI initiatives in Ethiopia.

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    QUALITY

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    This document discusses quality improvement (QI) models in the Ethiopian context. It notes that while different countries and organizations use different QI methods, they all share the same underlying concepts. The document advocates harmonizing QI approaches to avoid fragmentation and confusion. In Ethiopia, none of the QI models like KAIZEN, the National Quality Strategy, or the Model for Improvement is seen as superior. Both KAIZEN's 5S methodology and the Model for Improvement's Plan-Do-Study-Act cycle are promoted as they are applicable across organizations and levels, facilitate teamwork and iterative learning. The 5S approach is positioned as an entry point for all QI initiatives in Ethiopia.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    31 views13 pages

    QI Models in Ethiopian Context: Federal Ministry of Health of Ethiopia

    Uploaded by

    Abebe Gedam
    This document discusses quality improvement (QI) models in the Ethiopian context. It notes that while different countries and organizations use different QI methods, they all share the same underlying concepts. The document advocates harmonizing QI approaches to avoid fragmentation and confusion. In Ethiopia, none of the QI models like KAIZEN, the National Quality Strategy, or the Model for Improvement is seen as superior. Both KAIZEN's 5S methodology and the Model for Improvement's Plan-Do-Study-Act cycle are promoted as they are applicable across organizations and levels, facilitate teamwork and iterative learning. The 5S approach is positioned as an entry point for all QI initiatives in Ethiopia.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 13

    QI models in Ethiopian

    context
    Federal Ministry of Health of Ethiopia
    Outline
    • Introduction
    • QI models in Ethiopian context
    • KAIZEN as entry point for all QI initiatives
    • MODEL FOR IMPROVEMENT for driving all QI initiatives
    PSEUDOINNOVATIONS
    Different QI
    models by different
    countries and
    organizations

    But all with the


    same concept
    PSEUDOINNOVATIONS

    • The “repeated presentation of an essentially similar set of QI ideas and


    methods under different names and terminology.”

    • “Organizations need a ‘constancy of purpose’:


    • Alternating between different QI methods has not lead to sustained improvement.”
    - Walshe K (2009) Pseudo-innovation: the development and spread of healthcare QI
    methodologies
    Pseudo-innovations: a need to harmonize

    Advantages Disadvantages
    • Foster innovation and competition • Fragmentation
    • Duplication of effort
    • May create a diverse community • Confusing for front line staff
    of practice
    • Difficult for managers
    • Hard to monitor and evaluate
    • Hard to oversee and enforce standards
    • May undermine country ownership
    QI models – Ethiopian context

    None is superior
    over the other
    Pseudo innovations

    KAIZEN
    Ethiopian
    MODEL FOR
    NQS IMPROVEEMNT
    Key foundation of NQS –
    leveraging all three core QI models
    elements of quality in a
    holistic way

    Kaizen

    Model for improvement


    Quality score gaps KAIZEN (5-S) Work Environment
    1. SORT Improvement
    Feedbacks
    2. SET • Improved efficiency
    Benchmarking 3. SHINE • Service provider oriented
    4. STANDARDIZE
    Training  
    5. SUSTAIN

    Better Quality Service


    C Client

    Q oriented

    Sustain
    Scale up
    I
    Why kaizen and model for improvement
    promoted than others?
    • Useful for both process and product improvement
    • Applicable to all types of organizations
    • Applicable to all groups and levels in an organization
    • Facilitate use of teamwork
    • Encourage planning based on theory
    • Emphasize and encourage iterative learning process
    • Give a way to empower people in the organization to take action
    KAIZEN : 5-S as
    QIan entry point for all QI
    models
    • a way of organizing and managing the workspace and
    Kaizen (5-S) work flow with the intent to improve efficiency of work

    5S in by
    • eliminating waste
    • improving flow and
    “mind”
    as entry point for all • Improving processreasonableness
    reducing process reasonableness
    QI
    and • SEIRI, SEITON, SEISO, SEIKETSU, AND
    SHITSUKE
    “brain” • SORT - remove unused stuff (unnecessary / may
    or may not be necessary / necessary)
    • SET - proper orderliness
    “5S in mind • SHINE - cleanness
    and brain” • STANDARDIZE - set up norms & equalization
    • SUSTAIN – consistent practice of 5S
    MODEL FOR IMPROVEMENT – driving all
    QI initiatives
    Components of Model for improvement
    1. Three questions 2. PDSA cycle
    • A cycle for learning and improvement
    a. What are we trying to accomplish?
    • promotes a trial and learning approach to
    b. How will we know that a change is improve efforts
    an improvement? • Used for
    c. What changes can we make that • Learning
    will result in an improvement? • Develop changes
    • Test and implement changes
    6S in
    Ethiopian QI
    STANDARDIZE STUDY
    EHSTG Problem statements
    model
    HSTQ KPI, HMIS…

    SET
    Aim statement
    Measures
    Change ideas

    SPREAD SOLVE
    SUSTAIN Kaizen
    EHIAQ
    PDSA
    Thank you!

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