Methodist Mansfield Medical Center
Safety Huddle
improves
Safety Culture
Donna Crimmins-Bonnell, RN, BSN, MHSM, CPHQ
John Phillips, CEO, FACHE
Methodist Mansfield Medical Center
Objectives
• Define Purpose of Safety Huddles
• Describe at least 3 ways a Safety
Huddle could impact your organization’s
Safety Culture
• Will be able to identify how to begin the
Safety Huddle journey
Benefits
• Real Time Communication
• Leadership Awareness
• Problem Identification & ResolutionImproved teamwork
• Proactive approach to prevent harm
to patients
• Culture change, Accountability for
Safety-Transparency
WHEN
• Daily: Monday – Friday
• 8:30 -8:45 am
• Who: All Leaders or designee
• Led By: CEO, CNO, Quality Director
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Departments
* also attends Bedboard
*3E, 4E, 5E
*ICU
Cardiopulmonary lab
*Emergency Department
*Surgical Services
*Women’s Services
– NICU, L & D, FCC
Lab, Blood Bank
Care Management-*SW
Pharmacy
Radiology-Transport
Respiratory
Physical Medicine
Pastorial Care
*Hospitalists
*House Supervisors
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Education
*EVS
Facilities/Engineering
Food Svc.& Dietary
HIM
Human Resources
IS/IT
Materials Management
Medical Staff Office
Patient Admitting
Public Relations
Risk Management
*Quality Services/RM/IC
Police
Volunteer
Topics covered
Bed Board
Safety Huddle:look back--next 24
Current Census
1. External events that may cause unsafe/stressful conditions ie weather, race, fire
Bed Placement/shortages
2.Medication Events, med shortages
Staffing for current & next shift
3.Patients with the same name on a unit
ADT's
5.Miscommunication among care givers
DNR Status
6.Incomplete Handoffs
Restraints
7.Any unsafe condition
Suicide precautions
8.Any event of harm to a patient
Sitter Needs
9.Delay in treatment or deficiencies
Chemo or PICC needs
10.Disruptive patients, physicians, other professionals
Falls-patient, visitor
11.Patient or employee security issues
HAPU's
13.Power failures, computer down times
Core Measure issues/concerns
14. Equipment shortages, failures
15 Shortage of supplies/on back orde
16 Codes, RRT, MERTs results, opportunities , Stemi times
17 Major change in status of the patient
18 mislabeled specimen,
19.Infections and pressure ulcers
20 Patient death
21 New procedure, staff trained, high risk procedure?
22 .Make sure you communicate great catches
23.Make sure you thank your team when they go beyond the call of duty
24.Other Quality issues or risks, ie Core Measure, outcomes
25. Great Catches
26. Service Recovery
27. Days since last Patient Serious Safety Event
28. Days since last Employee Serious Safety Event
Daily Report Form
page 1
Daily Report Form
page 2
Barriers
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“another Meeting”
Redundancy with Bed Board
Share issues with all?
Call in versus attending in person
Leaders concerned their work hours
was in question (trust)
Survey-(3 Months)
Survey-Aug (9 mos later)
DO NOT STOP!!!
Serious Patient Safety Events
AHRQ Safety Culture Survey
Management support for patient safety
• 75%tile to 90% tile
Organization Learning-Continuous
improvement:
• 75%tile to 90% tile
Teamwork across units:
• 75%tile to 90% tile
Non-Punitive Culture:
• Median to 90% tile
Patient Safety Grade:
85%, benchmark 76%
Safety Huddle Recording
References
• Healthcare Performance Improvement,
www.hpiresults.com
• Donnacrimmins-bonnell@mhd.com
• Johnphillips@mhd.com
“Perfection is unobtainable; however in
chasing it we can catch excellence”
Vince Lombardi
QUESTIONS?