n
Wi
n
2014/2015
nter
Quality Matters,
Ohio!
Newsletter of
Ohio Association for Healthcare Quality
CE O pportunity:
Lean
Those of us in healthcare quality
positions that have “been around”
can still remember the acronym and
buzz words of QA (quality assurance),
TQM (total quality management). QI
(quality improvement), CQI (continuous
quality improvement), PI (performance
improvement), fishbone diagrams, RCA
(root cause analysis), FMEA (failure,
mode, effect, analysis), flow charting,
six sigma, and the list goes on and on.
But there is a new buzz in healthcare
with words like Lean, value stream
mapping, Gemba walks, 5S, kaizen,
kanban, etc. If these terms sound odd
to you, it should be like déjà vu to the
old terms we use today. These “new
to healthcare” terms have primarily
been used in manufacturing systems for
many years. Don’t get me wrong, we
still use most of the old terms, but the
news on the street is Lean is coming to
healthcare.
So how does this work? Why do I have
to try something new? (We’ve all asked
that before, haven’t we?) A significant
component to the Lean is value. This
can be the concept, measurement, and
the process of delivering value. I came
to realize this in healthcare when I had
I n T his I ssue :
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f o r h e a lt h c a r e
the experience first- hand of being told
that the drug that was needed for a
procedure for a family member had to
be ordered and delivered prior to the
surgery which delayed it a day. Right
or wrong, you and I both know that
the insurance company had no idea
and was billed for that extra day of
waiting. The uniqueness of Lean is that
it requires waste reduction to achieve
real and potential values. Anticipating
that the drug was needed prior to the
scheduling of the procedure would
have saved costs and other tangibles
delivering value to my family member,
the customer. And we all know that
in today’s culture, time is money and
will satisfy/dissatisfy our customers
for which we are rated on a daily
basis. Lean thinking has to involve the
efficiency delivered to the customer
and anticipation of the customer needs
in order for organizations to be fully
effective.
Lean also addresses the maximization
of the process through reduction of
waste. The focus is placed on what
process steps add value and which
are non-value added steps. We all
know that waste can result in low
one: Lean for Healthcare
two: President’s Update
three: Board Member Positions
eight: OAHQ 2015 Membership Application
nine: Call for Presenters - Oral and Poster
How to obtain CE credit:
1. Read article and complete
test.
2. Mail test and $15.00 if nonmember (free if member) to:
OAHQ, P. O. Box 461045
Cleveland, Ohio 44146
3. Certificate and answer key
sent by email.
quality, high costs, excessive time and
effort to complete tasks, and fewer
resources available. Waste is found
in people, processes, equipment (or
lack thereof), and other areas. Most
Lean articles state there are multiple
identifiable areas of waste including
over production, defects, waiting, over
processing, employee/patient/material
movement/motion, defects, and excess
inventory to name a few.
Value stream mapping is similar to flow
charting as you “map” a process to
eliminate the waste and inefficiency.
The focus is looking at it from the
patient’s perspective and then making
Continued on page 4.
Quality
TODAY
NAHQ‘s 39th Annual Educational
Conference, “Quality in Harmony”
in Nashville, TN
P resident ’s U pdate
How does time fly by so fast?
It seems like we were just
planning the 2014 Annual
OAHQ Conference. “Join The
Race For Quality” was a great
conference and we are already
planning for our 2015 Annual
OAHQ Conference using your
feedback and suggestions for
next spring. The conference
will be May 14th and 15th at
Embassy Suites, Columbus
Airport. Further details on Early
Bird Registration, presentation
and poster deadlines will be
sent out soon.
Speaking of conferences, I
had the privilege of attending
NAHQ‘s 39th Annual
Educational Conference,
“Quality in Harmony” in
Nashville, TN this past
September. They had
many good speakers and
presentations. The opening
keynote speaker, Marty Makary,
MD, did a phenomenal job
presenting his thoughts on the
leading causes of deaths in the
US. No one is probably surprised
Page 2
to hear that heart disease is the
number one cause of death in
the US at 597,689 deaths per
year, nor that cancer is number
two, claiming 574,743 lives.
What was interesting and the
point of his presentation, is the
variation in healthcare leads to
210,000 deaths. In summary,
he proposed to fix healthcare
everyone needs to use: 1)
Physician-endorsed Metrics,
2)Sound Measurement, 3)
Risk-adjustment, and 4) Data
Feedback. He wrote the book,
“Unaccountable: What Hospitals
Won’t Tell You and How
Transparency Can Revolutionize
Health Care”.
NAHQ had a very nice reception
for all CPHQ certified members.
I encourage anyone who is
thinking about taking the
CPHQ Exam to attend one
of the CPHQ Classes. OAHQ
held another class this past
September in Sidney, Ohio at
Wilson Memorial Hospital.
Linda DaMert led the two day
class. Here are just a few of
the comments from those that
attended the session:
“Linda is very engaging and
has a wealth of practical
experience which she was able
to disseminate to us…real life
situations were helpful.”
“Linda is a very knowledgeable
and an excellent teacher/
presenter. Love the humor,
stories and history lessons!”
OAHQ will be hosting other
CPHQ classes in the future. If
you are interesting in having
a class at your hospital/work
location, please contact
Laura O’Neill at oneill397@
windstream.net.
I hope everyone had a
wonderful and restful
Thanksgiving with family and
friends. Merry Christmas and
Happy New Year! Hope to
see you at the OAHQ Annual
Conference May 14 & 15, 2015!
Susan
2014 OAHQ President
Quality Matters, Ohio!
Quality
TOMORROW
Board Member Positions
To be able to uphold the Mission
of the Ohio Association for
Healthcare Quality, all of the
board membership positions
need to be filled. The mission of
OAHQ is to improve the delivery
of healthcare through advancing
the theory and practice of quality
management by supporting
the professional growth and
development of healthcare
professionals. Volunteers are
needed to fill the board positions
in order to provide classes,
continuing education programs,
and conferences in fulfillment of
our mission.
At this time we will be electing a
new President Elect. This person
supports and becomes familiar
with the duties of the office of the
President during the year they are
President Elect (2015), and then
fills the position of President the
following calendar year (2016).
This individual needs to be a
professional in Quality desiring
Ohio Association for Healthcare Quality
(OAHQ)
Editor Designer Sandy Macovei
Laura O’Neill
OAHQ 2014 Board
President
Susan Butler
President-Elect Jody Ciccone-Snyder
Past President Nancy Terwoord
Treasurer
Patti Klingel
Conference
Jody Ciccone-Snyder
Marsha Jevas
Quality Matters, Ohio!
to see OAHQ lead the way in a
manner that inspires the next
generation of Quality Leaders
to be engaged in the work of
the Association, and to advance
our efforts in the future.
Communication is key to this
success, and communication
methods are constantly
changing.
education programs. The
classes are usually two times a
year and vary in location.
The Membership Board
Member is responsible to help
keep track of the number of
OAHQ members, and works
on ways to increase OAHQ
membership.
The position of Secretary is
To assist with the constantly
filled at the moment by our
changing methods of
Business Manager. However,
communication, OAHQ needs
this is an elected position. The
a Marketing/Web Manager.
Secretary keeps the meeting
This position should be filled
minutes from all the board
by someone
meetings,
who embraces
and submits
WebEx’s, Web
the meeting
conferencing,
“The mission of OAHQ is
minutes to
and video
to improve the delivery of
conferencing.
healthcare through advancing the Board for
approval.
This role can
the theory and practice of
help OAHQ
quality management by
If you are
make big
supporting the professional
interested in
changes for not
growth and development of
any of the open
only our state,
healthcare professionals.”
board member
but also could
positions or
potentially
have questions,
impact the National Association
please do not hesitate to
for Healthcare (NAHQ). NAHQ
contact Laura O’Neill at
has started monthly WebEx’s
[email protected] and
and OAHQ would like to have a
she will forward to the OAHQ
more significant presence and
Board.
impact in those WebEx’s.
Thank you for your time and
The Continuing Education
support of OAHQ!
Board Member is in charge of
Susan
coordinating the CPHQ classes
2014 OAHQ President
and any other continuing
Page 3
Lean
Continued from page 1.
changes to eliminate waste in the
process. You begin with mapping the
“current state” of the process. You
then use the map to follow the steps
and eliminate or minimize waste for
anything that does not add value to
the process. An example would be
the admitting process where you look
at everything that delays a patient
getting to the patient bed in a timely
and efficient manner. If you ask the
same question 5 times prior to the
patient getting the bed, you eliminate
that waste, and ask it once. If you have
duplicative processes in the registration,
you eliminate those steps to more
efficiently move the patient through the
system. I know, it sounds easy on paper,
but you are asking yourself, how can I
make it work in my organization?
Well, let’s go on to the 5S. The 5S
method stands for: sort, set in order,
shine, standardize and sustain. This
reduces waste in the work environment
through better organization, visual
communication, and general
cleanliness. For example, you may
need to organize and standardize the
nurse’s station so all nurses know where
everything is without spending the
time to look for resources needed to
do their job. Think of nursing supplies.
How many times have you needed
to begin an IV and the supplies are in
four different areas where you have
to nearly completely walk through the
entire nursing unit to get what you need
to begin the IV? (I hear you growling
already!) This would be a process that
you could 5S. With 5S, you make and
maintain a Lean environment knowing
that everything has a place, and
everything is in its place. Yes I know,
it is sometimes impossible to have
everything at your fingertips, however,
those processes most used and critical
to the patient should be placed together
and readily available for staff.
Page 4
for
H e a lt h c a r e
A “gemba walk” is a management
technique that is sometimes referred
to as “management by walking
around.” In 1992, the great, late Dr. W.
Edwards Deming stated “Management
by walking around is hardly ever
effective. The reason is that someone
in management, walking around, has
little idea about what questions to ask,
and usually does not pause long enough
at any spot to get the right answer. “
(Grayban). Getting an effective Gemba
Walk program started is a significant
effort. The walk is to visit areas to see
their daily data points and review those
issues that may surface. It is a way to
see how problems are being resolved
and targets are being met which allow
staff to do a better job for the patient.
Why You Should Do It:
• It helps you build relationships with
those who do the work. Getting to
know them on a personal basis and
helping them to do their job better
is vital to team building and team
effectiveness.
• By talking with people you can find
out about any problems they are
having and take care of them. W.
Edwards Deming, a brilliant teacher
of business effectiveness once
wrote “If you wait for people to
come to you, you’ll only get small
problems. You must go and find
them. The big problems are where
people don’t realize they have one
in the first place.”
• It breaks down barriers between
management and the people they
manage. Even if you have an open
door policy sometimes people are
reluctant to come to you.
• It allows you to praise people for
the good work that they do. One of
the biggest complaints employees
have is they feel that their work
is not appreciated or recognized
by management. Use this time to
thank people when they do good
work. It lets them know that they
are valued, and the work they do
is important. This is a great morale
booster.
• You can be sure the work that needs
to be done is getting done. If not
then you can clearly communicate
the goals and objectives face-toface.
• By being visible you can increase
the discipline of team members.
Knowing that you could come
around the corner at any time cuts
down on non-work related activities
which increases productivity.
When you see people are standing
around talking, walk up and join
the conversation. If it is work
related you may be able to help.
If it is not the cluster will usually
dissolve before you even get there.
If not, engage them about their
work as a reminder of what they
should be doing for the patient.
(transitionalconsultants.com)
Remember, by going Lean, you are
recruiting and developing an army of
problem solvers that will ultimately
make your leadership role much
easier and more fulfilling. Be patient
but persistent. A key concept is that
Leadership should remain flexible on
the timeline as all teams and processes
are not the same, yet remain absolutely
firm on the goal.
As you embrace spending time at the
Gemba, you will begin to value data
as a daily management system that is
a powerful way to surface and solve
problems that need to be resolved to
achieve operating targets and allow the
staff to do a better job for the patient.
(leanhealthcareperformance.com)
You might be scratching your head by
now and be wondering, “Why start a
Lean journey now when I have a great
Continued on page 5.
Quality Matters, Ohio!
Lean
Continued from page 4.
functioning program?” There are
several reasons as a Lean journey gets
you going in the right direction.
• It allows you to implement a blame
free culture. If you don’t have one
already, you definitely need one.
In order to create an environment
where regular review and analysis
of processes is a key strategy, it
must be encouraged to be fully
transparent. Everyone must be
convinced that the organization
needs to know which processes are
working and which are not.
• You have improved access to data.
When you make data easy to collect
and display, you can demonstrate
understanding of the data by being
able to review and explain it which
allows employees to independently
solve problems they encounter
along the way.
• As staff become fluent in collecting,
presenting and discussing data
results, they usually can easily
be prompted to propose and set
a goal. This gives them a sense
of ownership and value that it is
“their” responsibility to understand
the level of performance and
diagnose how well there are doing
as a team.
• It allows you to help. Solving
problems in healthcare frequently
requires assistance from other
departments. A daily walk can
define who needs help and what
type of help is required. The
guideline of the walk is to enable
those who do the work to propose,
evaluate and implement their own
solutions (Krebs).
Kaizen, an integral part of the Lean
Healthcare philosophy, is a Japanese
word that means to make peoples’ jobs
easier by taking them apart, studying
Quality Matters, Ohio!
for
H e a lt h c a r e
them and making improvements.
The intent is to make people more
productive by improving their working
environment and the focus is immediate
action rather than longer-term
alternatives to change.
Improvement begins with the
admission that every organization
has problems and these problems
provide opportunities for change
and improvement. The traditional
conventional wisdom holds that “If
it ain’t broke, don’t fix it.” The Kaizen
philosophy takes the view that every
process can be improved and therefore
even if you think “It ain’t broke, fix it
anyway.”
We are all well aware that the best
knowledge resides with the people
who actually perform the work. They
know the problems and most often the
solutions. During a Kaizen event, they
make the recommendations on how to
improve the process and they make the
physical changes to the processes. They
will also have buy in to the changes to
support and continue the process after
the event is over.
Because the people who have to live
with the processes on a daily basis
are the people who study the current
process, design the improved process
and then physically make the changes
to convert to the new process, there
is tremendous involvement, buy-in
and ownership of the improvements.
The changes created through the
Kaizen event are very sustainable. The
processes should not revert back to
the less efficient way of doing things
because staff have ownership of “their”
process.
One of the Key Concepts of Kaizen is
that “If there is No Action there can
be No Success.” The goal is not a 100%
solution that solves all the problems at
one time,but rather a 60% solution that
can be accomplished in a one-week time
frame with the intent to hold another
event in several months that further
improves the processes. An important
concept to remember is that the process
doesn’t have to be perfect the first time.
No idea is a bad idea. As Nike says, “Just
do it!” (leanhealthcareperformance.
com/kaizen)
Most typical Kaizen events are one week
long. A team is usually a cross-functional
team that is comprised of from 8 to 10
people. The team is composed of people
who are in the process to be reviewed,
such as the nurses, lead people, and
supervisors. Additional resources from
other departments are assigned to
support the event. Even personnel from
suppliers, payers or physicians can be
included.
Training is done the first and second
morning in the classroom. In the
afternoon, the tools that were taught
are applied by gathering data on the
floor. Metrics for the current as-is
process are established during the
first afternoon. A report is made each
afternoon to the group and other
teams to exchange ideas. On the third
afternoon, the team should have a
process proposal put together as
to what changes are proposed. The
proposal includes the new metrics,
proposed process flow or value stream,
process or value stream map, time
analysis and spaghetti diagrams. Once
the proposal is approved, the team can
then start implementing the changes.
The scope of the plan is to be able to
complete the changes and have the new
improved process be up and running
by the following Monday. So when the
employees come in on Monday the new
processes are fully implemented and
in place. (leanhealthcareperformance.
com/kaizen)
Lean is a quality improvement approach
that is multifaceted and has tangible
benefits to healthcare organizations.
There are aspects which focus on
Continued on page 6.
Page 5
Lean
for
H e a lt h c a r e
Continued from page 5.
reducing non-value added work and
waste to achieve value in various ways.
Success depends on the setting and
motivation of management and the
teams. If it is not supported by either, it
will not succeed. In order to implement
Lean you must understand several
concepts. This includes the concept
of value, waste, analyzing root causes,
determining ways to achieve benefits,
and repeating these steps if necessary.
It is also important to remember that
eliminating waste may not result
immediately in a tangible benefit.
Additional steps may also be involved
where process improvement is targeted
which can involve challenges when
trying to extract the benefits. Freeing
time for providers cannot always be
capitalized upon without other capacity
and scheduling of work flow function
may need to be overhauled in order to
increase process success and maximize
on time. It is also a fact that theoretical
methods of quality improvement in
Lean may not always be feasible to
achieve maximum results. You must
always remember that people perform
processes with normal human variation
and improvements and to make those
improvements successful they must be
sensitive, appropriate and sustainable.
(Toyota Motor Coporation).
Quiz – True / False
1. A Kaizen event is usually a week long with full implementation
of process results on Monday.
2. The 5S method stands for: sort, set in order, shine, standardize
and sustain.
3. Value stream mapping is similar to flow charting as you “map”
a process to eliminate the waste and inefficiency.
4. A significant component to the lean is value.
5. A Gemba walk automatically gives your organization a blame
free culture.
6. Lean gives staff a sense of ownership and value that it is
“their” responsibility to understand the level of performance
and diagnose how well they are doing as a team.
7. The best knowledge resides with the people who do the work.
8. Lean is a quality improvement approach that is multifaceted
and has tangible benefits to healthcare organizations.
9. All healthcare organizations are using Lean concepts.
10.I want to learn more about Lean.
Send test copy and $15.00, if non-member, to Ohio Association for
Healthcare Quality, P.O. Box 461045, Cleveland, OH 44146. Your
certificate and answer key will be emailed to you.
Name: References:
Email: http://transitionconsultants.com/
articles/19-lean-methodology-inhealth-care-quality-improvement
Credit Card:
Exp. Date:
Toyota Motor Corporation (2009).
Toyota Production System. Retrieved
from http://www.toyota.co.jp/en/
vision/production_system/ on February
2, 2009. United States Army. (2009).
Lean Six Sigma. Retrieved from http://
www.army.mil/ArmyBTKC/focus/cpi/
tools3.htm on February 17, 2009.
http://leanhealthcareperformance.
com/lean/kaizen.php
Page 6
Security Code:
http://leanhealthcareperformance.
com/page.php?page=8%20Wastes%20
with%20Healthcare%20Examples
Grayban, Mark. http://www.
leanblog.org/2011/10/dr-deming-onmanagement-by-walking-around/
Krebs, Dave. http://www.
leanhealthcareexchange.com/?p=4106
Quality Matters, Ohio!
NAHQ 2014 - 2 Views!
By Nancy A. Terwoord, BS, RN, CPHQ
I had the great opportunity to attend
the Annual NAHQ conference in
Nashville, TN in September. The very
best thing about these conferences
is the opportunity to meet and greet
my fellow NAHQ members! I have
been going to the annual conference
for over 12 years and have developed
many friends and colleagues along
the way. It is so much fun to catch up
with the “old” friends and have the
opportunity to make new ones!
Three of the sessions I attended really
struck home for me. First was one
of the General Sessions presented
by John Toussaint, MD. Dr. Toussaint
is the CEO of ThedaCare Center for
HealthCare Value. Dr. Toussaint’s main
theme was all about creating value.
He stated we need three things in
healthcare: 1) a developing payments
system, 2) providing value to patients,
and 3) transparency. His theme of
Value=Quality/Cost is really a nobrainer to all of us in the trenches.
The focus must be on both improving
quality and controlling costs in order
to create value. He maintains that
we need to focus on the important
business problem by going an inch
wide and a mile deep. Too many times
we do the PDRA instead of a real
PDSA…. PDRA= PLAN, DO, then RUN
AWAY! We don’t wait to see if it is
really working or making a difference!
It was a fascinating talk! Check out the
ThedaCare Website @ creates value.
org for more info.
Another session I attended was
presented by Cynthia Zelis, MD,
MBA from University Hospitals. Dr.
Zelis is the Vice President of Clinical
Integration for the University Hospital
system, charged with aligning
physician practices within the large
hospital system. She focused on using
Kotter’s Process for Leading Change
Quality Matters, Ohio!
methodology. If you aren’t familiar
or have forgotten about John Kotte,
check out this change theory. Reading
Kotter can be a challenge, as I find
him a bit dry, but his change theory is
pretty useful, I must say!
The last session I wanted to share
with you was on using LEAN to
improve outcomes. It was the last
session of the conference, so I wasn’t
sure how motivating it was going to
be….but I was wrong. The speaker was
Casey Joseph and she was great! She
gave an overview of the work she is
doing at her facility from a nonclinical
point of view. She was spot on, stating
that we should be using BOTH Six
Sigma and LEAN, not just one or the
other. Using both can help improve
the way we do things, not just to
generate cost savings. She stated that
you can create immediate savings
through elimination of waste by using
LEAN principles, and you can hard
wire improved processes by using
Six Sigma principles. I am proficient
in neither LEAN nor Six Sigma and I
found it easy to understand and very
interesting!
What can I say? The NAHQ conference
was great once again! The venue
was fabulous, the city of Nashville
so much fun! I can’t wait to go back!
The sad news is that NAHQ will not
have an annual conference in 2015.
However, in 2015, NAHQ will present
the NAHQ Summit, ‘Transitions
Across the HealthCare Continuum:
Improving Quality and Safety’. The
Summit will be held April 22-24, 2015
at the Hyatt Regency in Philadelphia.
Dr. Eric Coleman from the University
of Colorado and the founder of the
Coleman Transitions of Care Model
will speak and moderate this exciting
new venue for NAHQ. Plan to attend
now - watch the NAHQ website for
more details.
I had the privilege of attending
NAHQ‘s 39th Annual Educational
Conference, “Quality in Harmony”
in Nashville, TN this past September
2014. WOW! It was an educational
and invigorating conference, with
such diverse topics, experiences,
and exhibitors. Well, the music was
great too! Everywhere was music
flowing from the establishments,
especially on Honky Tonk Row,
where I saw Elvis (more than once)!
But back at the conference, the
choices were plentiful. The speaker
topics were categorized into tracks
of Accreditation, Patient Safety, and
Improvement Methodologies, to
name a few. There were 40 posters
to view, which were diverse topics
and quite informative. The continuing education contact hours were
a nice mix, and discipline focused.
Available were: 32 CPHQ hours,
30 ASHRM hours, and 32 nursing
hours to choose from, dependent
upon your needs. Words that were
spoken in many sessions and noted
on many posters as well included,
“accountability, quality, patient
safety, transparency, excellence,
transformation, accreditation,
data”. Words we are very familiar
with, but the journey is the story
shared by the speakers. I enjoyed
the conference as I always do, the
networking, the education, the
food, and of course the music!
However, as always, I look forward
to the OAHQ 2015 Conference on
May 14-15 in Columbus, Ohio. I
hope to see you there!
Warm regardsB. Jody Ciccone Snyder, RN, BS, MPH,
CPHQ
OAHQ 2014 President Elect
2015 Conference Co-chair
Page 7
R e n ew
M embership :
by
J a n u a r y 31
Ohio Association For Healthcare Quality
2015 Membership Application
Ohio Association for Healthcare Quality (OAHQ)’s membership year runs from January 1 to December 31
of any given year. Open membership enrollment runs from November 15, 2014 through January 31, 2015.
Annual membership dues, including retiree memberships, are $60.00.
To qualify for the conference member discount, you must become an OAHQ member by 1/31/2015.
o
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Want to serve on a Board team? If yes, mark team.
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Conference
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QM/PI
Accreditation
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o
o
o
Education
Patient Safety
Other
o
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Type of Work Organization:
Membership Payment
Method:
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How were you referred to OAHQ?
VISA
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Credit Card Number
Expiration Date
Mail application and payment to:
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Membership dues are $60.00.
Signature: __________________________________________
OAHQ
P. O. Box 461045
Cleveland, OH 44146-1045
Credit card applications may be faxed to 330-468-1014.
Membership acknowledgement / receipt sent by email.
Page 8
Quality Matters, Ohio!
C onference :
C a ll
for
Presenters
Ohio Association for Healthcare Quality Conference - May 14 & 15, 2015
Embassy Suites Columbus Airport ● 2886 Airport Drive, Columbus, Ohio 43219
Call for Presenters – Oral and Poster
DEADLINE FOR SUBMISSION: January 31, 2015
Please mark your interest in participating:
Oral Presenter
Poster Presenter
Primary Contact Information:
Name &
Designations:
Title:
Facility Name:
Street Address:
City, State, Zip:
Phone:
Email:
Information for Additional Contacts (if applicable):
Name &
Designations:
Title:
Facility Name:
Street Address:
City, State, Zip:
Phone:
Email:
Quality Matters, Ohio!
Page 9
C onference :
C a ll
for
Presenters
Name of Oral or Poster Presentation:
Which CPHQ Categories Apply to Oral or Poster Presentation? (Mark all that apply):
 Management & Leadership
 Information Management
 Performance Management
 Patient Safety
Oral or Poster Presentation Objectives (Required – Must be specific and measurable.):
1.
2.
3.
Abstract Required - Content Description of Oral or Poster Presentation (ABSTRACT - Limit of 150 words.):
Final Steps:




Page 10
Email completed registration form to Laura O’Neill at [email protected] by the above deadline.
After the deadline, individuals will be notified by email of the selection for oral presenters and/or poster
presenters.
QUESTIONS? Email Laura O’Neill at [email protected].
Your email will be directed to the appropriate OAHQ contact.
Carefully read all Instructions attached.
Quality Matters, Ohio!
C onference :
C a ll
for
Presenters
Instructions
Oral Presenter
1. Must complete all portions of this form.
2. Submit CV or Resume
In addition, after acceptance:
3. Submit Short Profile for introduction.
4. Describe Teaching Method
5. Submit PowerPoint presentation to be saved in handout form with 3 and 6 framed slides per page for
publication to OAHQ’s website for participant handouts.
*Conference fees for Oral Presenters
Primary presenter ONLY receives a complimentary conference registration on the day of the presentation.
Conference registration fees must be paid if primary presenter attends on non-speaking day or if additional
presenters attend either day of the conference.
Poster Presenter
1. Must complete all portions of this form.
2. Posters should pertain to Performance Improvement / Quality Management.
3. More than one poster presentation per presenter may be submitted, with different content, not a variation of
the same study or project.
*Conference fees for Poster Presenters
In addition, after acceptance:
4. Each individual presenting a poster abstract is required to pay applicable conference registration fees.
5. Posters are judged for completeness, clarity and creativity. Awards are presented to the top three poster
winners on the second day of the conference. First place poster winner receives a 2016 OAHQ membership and
2016 OAHQ conference registration. Second place poster winner receives 2016 OAHQ conference registration.
Third place poster winner receives a 2016 OAHQ membership.
6. Poster displays can be set up on the Wednesday before the conference between 5:00 PM and 7:00 PM or no
later than 7:30 AM on Thursday, the first day of the conference. Posters should remain on display throughout
the entire conference. If attending only the first day, please make arrangements for someone to disassemble
your poster at the end of the conference on Friday.
7. Presenters must be at their poster board during break times for questions.
Poster – Physical Characteristics
 Posters are to be displayed on a table provided by the OAHQ.
 Tabletop posters must be freestanding or supported on the table by some mechanism.
 Poster size should be no more than 4’ x 8’.
Poster – Content
 Should be well organized and tell project story. After conference attendees have reviewed your poster, they
should be able to relate what your project was, methodology / interventions used, the results achieved and
next steps. Remember a picture is worth a thousand words.
 Websites that can assist with your poster development:
o http://www.kumc.edu/SAH/OTEd/jradel/Poster_Presentations/PstrStart.html
o http://ncp.aspenjournals.org/cgi/content/full/22/6/641
o http://www.kon.org/karlin.html
o http://www.ncsu.edu/project/posters/NewSite/
o http://people.eku.edu/ritchisong/posterpres.html
Quality Matters, Ohio!
Page 11
C o n fe r e n ce :
C rossroads
“Crossroads of Quality”
Registration
STATE CONFERENCE
May 14 & 15, 2015
of
Q ualit y
REGISTRATION FEES
2-Days 1-Day
OAHQ Member*
$295
*Early Bird by 3/31/15 $270
Non-Member
$190
$395$300
Includes breakfast, breaks and lunch.
Name Title Address City/State/Zip Business Affiliation Email (work) ( ) (home) ()
Phone (work) ( ) (home) ()
Please complete for CEU records:
Special Meal Requirements:
□ RN □ LPN □ CPHQ □ CCM
□ Vegetarian □ Other dietary needs: Registration Days (Please Check)
□
*Member Early Bird by 3/31/15$270.00
□
Member Rate - Thursday Only
$190.00 □
Member Rate - Friday Only
$190.00 □
Non-Member Rate - Both Days
$395.00 □
Non-Member Rate - Thursday Only $300.00 □
Non-Member Rate - Friday Only $300.00 □
Payment
*
Member Rate - Both Days $295.00•
•
Check made payable to
Ohio Association for Healthcare Quality
Credit Card (MasterCard or VISA)
Account # Exp. Date Amount $
Receipt and registration confirmation sent by email.
Mail to: OAHQ, P. O. Box 461045, Cleveland, OH 44146
Fax:330-468-1014
Questions? [email protected]
REFUNDS
Refunds until April 15, 2015 less a $25 processing fee. No refunds after April 15, 2015. Substitutions accepted.
EXHIBITORS
Please stop and visit all of our exhibitors and thank them for supporting OAHQ. Their support is essential to
our conference.
Page 12
Quality Matters, Ohio!
Is the CPHQ Credential Important?
By Nancy A. Terwoord, BS, RN, CPHQ
(and CPQA!)
Well, as one quality professional, I do
think it is important! In fact, I took the
exam TWICE!
I first took the exam way back in the
late 80’s, so long ago that I can’t even
remember the exact date and NAHQ
does not have the records back that far!
I remember going to Pittsburgh for
the review classes and taking the test
that same weekend...paper and pen
test. Then we waited...seemed like
for weeks to get the results. I passed,
as did my two other colleagues
who went with me. We were very
happy and proud to have this “new
certification”. We were among
the first in our areas to have the
credential. I was working at a locally
owned health care plan back then and
our employer paid for the review class
and the test. We were “hot stuff”!
Then over the years, the certification
seemed to fade a bit, at least in my
Ohio Association for Healthcare Quality
P. O. Box 461045
Cleveland, OH 44146
eyes. I didn’t see that anyone else
had it, no one was looking for it and
no one was paying for it. When I
subsequently changed jobs and got
“out of quality”, I let the certification
lapse...GASP!! And so I continued my
career, always as a registered nurse,
but not in Quality...or so I thought. I
think I was in a lapsed state for about
five or six years.
I was working at a university medical
school in the mid 90’s when I started
seeing business cards with CPHQ
on them, and I wondered was I still
certified? My certification was as
a Certified Professional in Quality
Assurance, CPQA. I still have the
original pin. I don’t recall when the
name change came into effect. I
called HQCB and asked if I was
certified. Of course the answer
was no. I asked if I could pay to be
reinstated, of course, the answer was
no. So I began to study to retake the
exam! This time the exam was online.
I had never taken an online exam
before (remember I am old!). But I
studied, went to another review class
and took the exam for the second
time. I passed! I vowed then and
there not to ever let this certification
expire, as long as I am still working,
regardless of the position I am in at
the time.
I learned my lesson! I am a firm
believer and a true supporter of the
credential. I think we have so many
different levels of people working
in quality on so many different
settings, that having the CPHQ sets
me apart as a true professional. This
credential shows my employer, my
coworkers and professional colleagues
that I am serious about Quality and
serious about my profession. I truly
did learn and still believe that if you
are working in healthcare today,
you are in Quality. I think having
the credential of CPHQ shows my
professionalism and commitment to
Healthcare Quality. Thanks CPHQ! I
think I’ll keep it!