What are the responsibilities and job description for the Director of Quality Improvement position at TriHealth?
The Director of Quality Improvement will play an integral role in aligning clinical and non-clinical performance improvement initiatives with Clinical Quality Resources and Clinical Data Quality at TriHealth. This strategic alignment will expedite our journey towards achieving top-decile performance in both clinical and operational metrics, underscored by an unwavering commitment to safety and quality care.
Job Overview:
The Director of Quality Improvement is responsible for providing direction and resources to improve quality outcomes across the health system. This role ensures clinical and non-clinical efficiencies and oversees the deployment of general process improvement methods to drive clinical and operational excellence.
Minimum Job Requirements:
- Master's Degree in Engineering or a related field; RN preferred
- CPHQ, LSSGB, or other performance improvement certification required
- Knowledge of Toyota Production System / Lean principles
- Understanding of Change Management Theory (e.g., Kotter, Everett Rogers)
- Proficiency in Data and Analytics
- Familiarity with National Quality Safety Service Productivity measures
- 3-4 years of experience in a supervisory or lead role
- Experience in applying and using performance improvement tools and methodology
- Demonstrated success in leading teams and achieving results
- 1-2 years of system-level management experience preferred
Job Responsibilities:
- Develop strategic vision and direction for Performance Improvement and the organizational clinical quality structure.
- Provide direction and oversight to departments of Clinical Quality, Performance Improvement/Lean, and Clinical Quality Data, ensuring alignment and improvement to top-decile performance across the Quality and Safety Pillar.
- Ensure regulatory compliance regarding data integrity and submission, utilizing data to drive improvement efforts, and owning Performance Improvement for TJC accreditation.
- Provide leadership and direction for system-wide Yellow Belt and Green Belt training to ensure the basic continuous improvement methodology is employed on both small and large scales throughout the organization.
- Identify areas of opportunity for organizational improvement based on national performance standards.
- Ensure TriHealth's external recognition through award submissions for PI work, excellence in Leapfrog elements, and publicly reported and registry data.
- Leverage organizational relationships, foster collaboration with senior leaders, and collaborate with the system's Foundation leaders to drive quality and performance improvement as well as research to improve patient and operational outcomes.
Other Job-Related Information:
- Direct Report FTEs: 3-9
- Indirect Report FTEs: 40-59
- Direct reports include Quality Manager, PI Lead, and Clinical Data Manager
Working Conditions:
- Climbing: Rarely
- Concentrating: Frequently
- Continuous Learning: Frequently
- Hearing (Conversation): Consistently
- Interpersonal Communication: Frequently
- Kneeling: Rarely
- Lifting <10 Lbs: Frequently
- Lifting 50 Lbs: Rarely
- Lifting 11-50 Lbs: Occasionally
- Pulling: Rarely
- Pushing: Rarely
- Reaching: Occasionally
- Reading: Frequently
- Sitting: Frequently
- Standing: Occasionally
- Stooping: Occasionally
- Thinking/Reasoning: Frequently
- Use of Hands: Frequently
- Color Vision: Frequently
- Walking: Occasionally
Leadership Performance Standards:
TriHealth leaders create a culture of engagement, safety, reliability, and high performance by consistently modeling and utilizing the following TriHealth Way leadership competencies, tactics, and ALWAYS behaviors to drive strategic pillar results:
Achievement of Annual Pillar Goals: Safety/Quality, Service, Growth, Culture/People, Finance
Leadership Competencies: TriHealth Way of Leading, TriHealth Way of Serving, Transformation Change, Drive for Results, Build Organizational Talent
Leadership Tactics: Conduct department huddles (daily for clinical, weekly for non-clinical departments), regularly round on team members using questions from the rounding log, lead monthly team meetings using a meeting agenda template, model, coach, and validate team members' use of TriHealth Way behaviors, recognize team members for safety wins, positive performance, and demonstrating SERVE and ALWAYS behaviors.
