Welcome to the Always Habits of discussion pdf Teach-back! The purpose of this toolkit is to help all health care providers learn to use teach-back—every time it is indicated—to support patients and families throughout the care continuum, especially during transitions between health care settings. The toolkit combines health literacy principles of plain language and using teach-back to confirm understanding, with behavior change principles of coaching to new habits and adapting systems to promote consistent use of key practices. A way to check for understanding and, if needed, re-explain and check again.
A research-based health literacy intervention that promotes adherence, quality, and patient safety. An introduction on Using the Teach-back Toolkit. An Interactive Teach-back Learning Module enabling learners to identify and use key aspects of plain language and teach-back throughout the care continuum, by following a patient’s experience during hospital discharge through the home health and primary care settings. Coaching to Always Use Teach-back with tips and tools to help managers and supervisors empower staff to always use teach-back. Readings, resources, and videos To Learn More. A3 thinking is a philosophical approach to problem solving that centers on a well-communicated, team approach to using the PDCA cycle.
The tool used to apply this way of thinking is known as the A3 report. The act of working through the A3 report is generally known as the A3 process. The Origin of the A3 Click this cover image to download this term on PDF. Toyota is widely reported to have been using various forms of the A3 report for decades. It migrated to North America in the 1980’s with the expansion of Toyota’s operations in the region. It started gaining substantial popularity during the first decade of the 2000’s, and is now mainstream within the Lean community.
One of the primary reasons for its rise in popularity is the role A3 thinking is said to have played in Toyota’s rise to prominence. While the A3 is but one ingredient in Toyota’s success, it is a substantial one. Its prevalent use by the company’s management team helped the car maker weather both a global economic crisis and a PR nightmare related to a now largely debunked rash of sudden unexplained acceleration. What an A3 Report Is The A3 report is a storyboard that follows the PDCA cycle. Background Whether you are a leader or a process owner, a big part of your job will entail problem solving. Taking on problems in a haphazard, random manner is a recipe for inconsistent results. Before diving into the A3 report, though, let’s take a look at what a problem is.
That gap develops in one of two ways. Either the target gets higher, or performance drops. Regardless of how the gap came to pass, the basic problem solving system is the same, even though the specific actions taken to close the gap may vary. Problems with Problem Solving There are three common failure modes that keep people from effectively solving problems. Treating just the surface issue leaves the root cause untouched. It will likely pop out sideways, possibly in a worse way.
Without a clear end point, it is impossible to know when to stop working. Furthermore, people won’t agree on whether the project was successful or not. Most significant problems cross team boundaries. Without support from affected people, problem solving fails. Plan: Create a solid plan for solving the problem.
This should include creating a deep understanding of a problem, identifying the root cause, defining the problem, and setting goals. Do: The plan must be implemented. Good problem solvers check to see if the solution they put in place really worked. The A3 Report The A3 process is a specific, structured method of problem solving. While the A3 report is the visible centerpiece of the process, it is actually more of a result of the process than the actual process itself. The A3 report is simply a concise, communication tool. Because of the recognizable format, individuals can rapidly share ideas and have confidence in what they are talking about.
The A3 report gets its name from the size of paper used in Japan where the report originated. 17 sheet of paper in the US. As you continue to read about the A3 report, keep in mind that there is no set format, other than that the sections should follow the PDCA cycle. A3 Communication The A3 report is not intended as a tool for independent use.
There should be an owner who is responsible for maintaining the document and managing the problem solving efforts. He or she should also have an experienced mentor who can help guide the problem solver through the A3 process. This mentor typically uses a healthy dose of the Socratic Method, pointing the person toward ways to overcome roadblocks rather than actually giving answers. The mentor, in many cases, also lends his authority to the A3 report, so the problem solver acts on the mentor’s behalf in solving the problem. Because of the mentor’s support, there is authority strapped to the A3 report. There will also be a variety of stakeholders with a vested interest in the outcome of the A3 project.