Week 3 Discussion: Applying Process Improvement Models

Week 3 Discussion: Applying Process Improvement Models

Week 3 Discussion: Applying Process Improvement Models

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I shall use the Plan-Do-Study-Act (PDSA) cycle as the process improvement model in developing my practice project on Catheter-Associated Urinary Tract Infections (CAUTI) management plan. The PDSA cycle was modified from Walter A Stewhart’ Plan-Do-Check-Act (PDCA) cycle by one W Edwards Edwards Deming. According to Deming, the ‘check’ phase in the PDCA cycle emphasized inspection over-analysis. PDSA has grown to become the most commonly used model for process improvement, and it encompasses completing the sequences, then repeating the process until the achievement of the desired outcomes (Spath, 2013). CAUTIs comprise one of the most prevalent hospitals acquired infections (HAI) globally. Furthermore, the prevalence of the cases is subject to changes. In my view, PDSA is the most appropriate model for long-term management of CAUTIs in hospitals because it caters for any changes that may come with a new infection conditions.

1). Plan: The phase would involve objectives, processes, and action-plan establishment for the delivery of the results that are desired. CAUTI infections will be reduced through the creation and implementation of a multidisciplinary CAUTI prevention plan. The plan would be a master-piece on how the process improvement for CAUTI prevention would be implemented. There would also be a plan for performance measurements across the organization. There should be a plan to integrate CAUTI risk prevention strategies into the organizations’ processes.

2). DO: The members of the the multidisciplinary team would include staff from all the concerned departments. Successful CAUTI prevention teams include a team leader, nurse, and physician champions, executive partners, frontline nurses, infection prevention and discharge planners or case managers, risk managers, etc. Apart from being in charge of the CAUTI management, the team of planners would give weekly, monthly, annual reports concerning the progress of their undertakings. Furthermore, they would be responsible for educating the staff and patients and their families regarding CAUTI infection preventions.

Lastly, they shall be in charge of case risk evaluations and risk scoring throughout the hospital. Secondly, the CAUTI prevention team, all the staff, and patients, especially in the acute care unit, will have a weekly CAUTI risk meeting. All the case and risk reports will be dispatched to the concerned individuals, such as department managers, patients, and the Board, etc., on a weekly, monthly, annual basis. A dedicated CAUTI risk management head shall be appointed to be in charge of the management of all cases, including prevention and treatment strategies. The prevention strategies would be based on evidence-based measures, including care for urinary catheter during placement, urinary catheters’ timely removal based on nurse-driven processes, and inappropriate short-term catheter use’ prevention (American Nurses Association, 2020).

3). Study: The phase would involve analyzing the incident monitoring reports and other scoring tools to determine whether all the implemented prevention strategies for CAUTI have yielded any positive results. The necessary the information would be collected from the patients and their families, facility staff, prevention committee, hourly-round feedbacks, etc.

4). Act: The phase would involve acting on the outcome or result gathered from the previous phase ad making appropriate and necessary changes. For instance, the facility would need to fine-tune the prevention measures to optimize the positive outcomes or find other alternative CAUTI prevention strategies if the current ones have not been successful.


American Nurses Association. (2020). ANA CAUTI Prevention Tool. Retrieved March 10, 2020, from Nursing World: https://www.nursingworld.org/practice-policy/work-environment/health-safety/infection-prevention/ana-cauti-prevention-tool/

Spath, P. L. (2013). Continuous Improvement.  Introduction to Healthcare Quality Management (2 ed., pp. 117-119). Chicago, Illinois, the United States of America: Health Administration Press.