I'd like to remind everyone that the work from the Surgical Care Improvement Kaizen Team will be presented this morning at CCRMC Building One Conference Room One at 10:00 am. Teams went to Gemba(現場), and many were in your areas this week. Thank you for your cooperation and participation.
It is imperative that we learn together to fulfill our promise to provide the highest quality and highest value service to our community, making possible, health for all.
Finally, I have been asked by some of our colleagues from other organizations if they could "come and see" what we are doing. This is not a closed session. Our doors are open to all. We welcome you and know you have much to contribute.
All teach, all learn.
Please join us at CCRMC Building One Conference Room One at 10:00 am.
Help the Institute for Healthcare Improvement design a low-cost, high-quality health system for the future
Don Berwick and Tom Nolan are asking for your input on how to design a low-cost, high-quality health care system for the future. To learn more, submit your ideas and stories, and engage in a conversation about health system transformation, click here.
CCRMC Passes First Ever Medication Error Reduction Plan Survey With High Praise
Medication errors are among the most common medical errors, harming at least 1.5 million people annually. In the United States in hospital settings alone, medication errors account for more than 7,000 deaths and an estimated $3.5 billion in extra medical costs to treat drug-related injuries each year.
To address this problem, the California State Assembly passed legislation in 2001 requiring that all general acute care hospitals and certain other facilities adopt a formal plan to eliminate or substantially reduce medication-related errors, known as a Medication Error Reduction Plan (MERP). The triennial survey is unannounced. The MERP survey is a comprehensive, organization-wide look at medication error reduction policies, practices, plans and processes. The surveyors look closely at hospital processes, including how medication safety for patients is assured through use of technology such as electronic order entry procedures.
This week Contra Costa Regional Medical Center successfully completed its MERP survey with zero deficiencies.
MERP surveyors were impressed by our staff’s knowledge of medication error reduction practices. The surveyors commended our highly visible level of multidisciplinary teamwork and collaboration stating "your strong multidisciplinary involvement of all staff shows through." Highlighted as a "unique strength" was the placement of pharmacy service on the units bringing services closer to the patient and their experience.
The results of the survey are a testament to your commitment and dedication to providing safe, high-quality care to our patients. I am confident that we are moving toward the promise of delivering safe, effective, efficient, timely, patient-centered and equitable care to every patient, every time.
You have stepped forward and challenged the status quo. You have learned together one test at a time, demonstrating that big change begins with a bold aim and a small test.
Although I really wanted to catch the inaugural performance of LA Phil's new conductor Gustavo Dudamel this weekend (thanks to Pedro for the heads up), I had to yield to a greater force. It was well worth the sacrifice.
Drawing from Collin's latest book "How the Mighty Fall" Akio Toyoda speaks candidly about the state of Toyota and publicly "apologized for the death of a California family in a crash that led the company to recall 3.8 million cars in the US to take out floor mats."*
If you've had the opportunity to read one of the many books written about Toyota then you know that this type of what I see as accountable and transparent leadership seems to be an enduring attribute of the Toyoda family legacy. Because of the bleak economic situation in Japan after the World War II, the company was forced to go back on its no-dismissal policy and lay off 1600 employees. At that time Kiichiro Toyoda took full responsibility for the organization's problems and resigned.*
I read the comments about Toyoda's state of the organization update and was wondering what do others think? So many of the comments seem angry. I'm not sure why? I wonder what people think the leader should do? Should he not have come public to tell others what his assessment is?
Any thoughts? I'm not asking about Toyota (the company), however those are welcome, but any thoughts on Toyoda (the leader)?
Is this transparent leadership or do you agree with the comments?