Ep 65 - Mayo Clinic Part 3 of 3

Mayo Clinic Part 3! In our last episode of sharing the case study
of Mayo Clinic, we come to putting some quality measures in
place.  Mayo standardized one process after another with two
ideas in mind:  standardization prevents harm, eliminates
waste or both and it would move Mayo to more perfect outcomes. We
discuss how they standardized practices as simple as hand hygiene
and as difficult as correctly dosing the blood thinner, Warfarin.
As Mayo Clinic continued to grow, they realized they needed to
quickly scale up their quality system.  So, they developed the
Quality Academy and Medical Information and Reporting System. 
In developing this Academy, Mayo again does it with purpose by
first identifying the role, the purpose and delivery of
knowledge.  Mayo Clinic "Quality Academy and Medical
Information and Reporting System" Academy graduates are known as
Mayo Fellows and have pins corresponding to learning achievements.
These pin levels are likened to Six Sigma and are worn with
prestige.  The key is that in 4 years’ time, 22,000 employees
have earned pins, a great testament to the penetration of quality
knowledge at Mayo Clinic. We go on to discuss measurement and
reporting, information systems, and knowledge infrastructure for
Mayo Clinic.  They wanted to collect as much data as possible
to continue to be the best in all areas and use that data to be
transparent with the organization’s stakeholders. Mayo Clinic began
by asking themselves if they were as good as they could be knowing
no matter how good you are, you can always get better.  It is
estimated that in 2012, the time of this case study, $3 trillion is
spent on healthcare WASTE.  It was cited that Mayo consumes
32% fewer resources than the US average. Think about what the US
population could do if all healthcare systems worked towards a
reduction in waste, an increase in quality. Le Learn more about
#QualityMatters & Texas Quality Assurance
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