How do you balance safety and new technology?

Health care’s technological revolution has changed just about everything it has touched. This includes how money is managed as balancing revenue opportunities, expenses and shrinking profit margins plays a greater role in deciding what is left over the invest in the future. Learning to manage quality and money as two sides of the same coin is an important step in making sure that money is spent to advance quality and quality is managed to protect the dollar. Out system is designed to bring the critical activities and information together in one place to make it easier to get it right the first time.

Our system helps healthcare providers manage their safety-critical environments in real time.

SQSS is designed to help leaders start to bring all quality together in one place. The fact that the industry still operates with a very strong silo approach to quality makes it tough for leaders to be in the know at the same time front line caregivers can find themselves spending more time engaged in activities focused on satisfying the silos, not taking care of patients.

“Having the bubble” is a term coined by the American Navy to describe a wall of gauges and monitoring activities on the bridge of a ship that allows the captain to constantly know its readiness for battle. In health care and SQSS, it refers to a leader’s ability to constantly know the integrity of the line that defines safety and a provider’s readiness to protect a patient from harm. The way the system is designed makes it easier for leaders to know how performance in looking at any moment in time and quickly identify when it starts to drift. Its purpose is to make it easier for the leader to move beyond the need to hope that everything is happening the way it is supposed to and pray for no ugly surprises.

SQSS is a tool designed to bring all the performance across volumes of quality-related measures that can reach into the thousands together in user-friendly ways so leaders and caregivers can be in the know, manage the line real time, more quickly target performance weaknesses, keep PACE with an environment that is constantly changing and have the big data that sells their commitment to quality. Information is power and SQSS makes it easy to quickly transform thousands of pieces of data into the real-time information that leaders can use to lead for and deliver a message of high quality, safe and patient-focused care while fostering the financial health of their organizations.

Starting at a 30,000 foot view, leaders can assess organization-wide performance. One simple click can take them inside any department to see what specific defenses are pulling a department’s performance down. Another click can take them inside the performance of a team responsible for a quality contribution to see why success is so hard to achieve.

At the same time that SQSS helps leaders to have the bubble, it also makes it easier to avoid the costs and strained workforce relationships associated with practices such as ‘blaming the infamous they” and “aerial bombing.” It is a tool designed to easily roll data up for effective leadership decision-making and drill down into that same data to target the most effective corrective action plan.

“Blaming the infamous they” and “aerial bombing” are two of the most common forms of soft quality utilized when leaders know that they need to improve performance but they do not have the data necessary to target the specific acts of improvement that would most likely yield the desired outcome in the most cost-effective way with the least damage to the productivity of the workforce. Because they have to do something, leaders take actions that impact large swaths of the workforce as everyone has to complete a new form or attend a mandatory educational program whether they need to be there or not. The damage to productivity is generally significant and the improvement for quality is typically small or non-existent as the same risks keep crossing the line and the corrective action plan adds new risks of its own.

SQSS is designed to help overcome the risks associated with the financial, operational and reputational losses that can come with blaming the infamous they and aerial bombing by making it easy to drill down into large volumes of data to differentiate and target system problems versus individual performance problems. It displays all data in at-a-glance reports that are continuously updating as fast as any new data is entered so leaders can continuously have the bubble on the integrity of the line and opportunities to make it stronger.

One simple click can aggregate all the data from all the activities designed to minimize the risk of harm or error into a leadership report by department. Whether an organization has 25 beds with 4,000 defenses, 100 beds with 10,000 or 1000 beds with 100,000 or more activities dedicated to the reduction of the risk, SQSS is ready to do the healthy lifting to bring it all together in value-adding ways. One simple click can created a perspective by department. Another can reorganize all the information into a new report that shows the strength of that same performance across the specialized areas of quality. Whether an area of weak performance resides in a single department or an area of risk management such as infection prevention, leaders can quickly have the big data that makes it easier to lead for success.

See our system in action.

Some of the common things that a typical healthcare organization might want to include in SQSS are:
  • Human resources activities like license tracking and renewal, orientation, performance appraisals, and notices of important employment changes;
  • Employee health activities such as TB testing, respirator fit testing, required health assessments and employee injuries;
  • Professional staff credentialing requirements such as license renewals, DEA status and renewals, recredentialing, malpractice coverage and Data Bank inquiries;
  • Environmental safety requirements such as fire extinguisher readiness, generator readiness, fire drills, biomedical equipment integrity, annual inspections, hazard identification and equipment failures;
  • Patient safety requirements such as pharmacy inspections of medication management areas, medication refrigerator management, outdate management, crash cart readiness and equipment availability;
  • Contract management activities such as contract renewal and annual contract review;
  • Risk identification and resolution for things like patient complaints, falls, medication errors, testing failures and infections;
  • Education requirements for continuing education, competencies and education associated with quality improvement opportunities.

We built our system on four principles, based on 30 years in safety-critical environments.