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On-Line Workshops |
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Variance Management Systems
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Instructor: |
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Bob Luttman.
Principal, Robert Luttman & Associates |
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Syllabus: |
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Module 1 |
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Introduction: The Role of Variance Management Systems |
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Module 2 |
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Issues in Variance Management Systems Design |
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Module 3 |
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Next Generation Variance Management Systems: The Gateway Model |
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Module 4 |
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Process Thinking Tools for Variance Analysis |
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Module 5 |
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Statistical Thinking Tools for Variance Analysis |
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Module 6 |
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Putting It All Together: Next Generation Quality for Healthcare |
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I. Introduction: The Role of Variance Management Systems
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Clinical pathways, continuous improvement, and process re-engineering have become extremely important in healthcare as organizations struggle to adapt to change and increasing clinical integration.
Variance Management Systems can be a key component of an organizational management and improvement system. This week's class discusses the role of the variance management system in the context of designing, managing, and improving clinical and operational processes.
Assignment and Materials | Back to Top
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II. Issues in Variance Management System Design
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Several issues complicate variance management system design. This week's lesson will discuss the statistical, logistical / operational, and legal issues that affect variance systems. The class will also discuss the limitations of traditional variance system design.
Assignment and Materials| Back to Top
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III. Next Generation Variance Management Systems Design: The Gateway Model
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Overcoming the issues endemic in variance management system design requires new thinking about variance systems. The Gateway Model is a variance model that adapts quality management tools and concepts to variance systems.
The model stresses several key quality management concepts: focusing on the important issues, fostering collaboration and communication among care givers, process thinking, statistical thinking, and transparent data collection. The model has the further advantages of significantly reduced data management requirements, real-time data analysis, and ease of automation using information systems.
Assignment and Materials | Back to Top
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IV. Process Thinking Tools for Variance Analysis
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Data without context cannot provide meaningful information for management or improvement. Process thinking tools connect variance (and ultimately outcomes measures) to the process that produced the data. These process thinking tools help care teams identify key variances and gateways in the care process; assess the effects of variances; identify the variance causes; and adapt pathways to changing requirements.
Assignment and Materials | Back to Top
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V. Statistical Thinking Tools for Variance Analysis
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Statistical tools adapted from quality management help care teams overcome the statistical issues discussed in Module Two and more rigorously analyze variance data in real-time. The tools are graphically oriented, require a minimal statistical background, and are easily performed using standard computer spreadsheets.
Assignment and Materials | Back to Top
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VI. Putting It All Together: Next Generation Quality for Healthcare
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This concluding class integrates the pathways, patient documentation, variance mangement systems, and continuous improvement into a system for achieving organizational excellence. The class discusses creating and analyzing feedback reports that merge variance data with other organizational performance indicators; integrating clinical pathway design and management improvement loops; and a process for short cycle process improvement.
Assignment and Materials | Back to Top
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Recommended Reading: |
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How to Design Clinical Pathway Variance Systems for Continuous Improvement,Robert Luttman, 1996. |
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