Roles and Responsibilities:
角色和职责：
Role Description: Project Sponsor – Lean Six Sigma CLABSI Reduction Project
角色描述： 项目发起人 – 精益六西格码 CLABSI 减少项目
Position Summary:
职位摘要：
The Project Sponsor serves as the executive leader and key decision-maker for the Lean Six Sigma project focused on reducing Central Line-Associated Bloodstream Infections (CLABSI). The Sponsor plays a pivotal role in championing the initiative, aligning it with the healthcare institution's strategic goals, and ensuring the project's success through effective oversight, resource allocation, and stakeholder management.
项目发起人是精益六西格码项目的执行领导和关键决策者，该项目专注于减少中心插管相关血流感染 （CLABSI）。 发起人在支持该计划、使其与医疗保健机构的战略目标保持一致以及通过有效监督、资源分配和利益相关者管理确保项目成功方面发挥着关键作用。
Key Responsibilities:
主要职责：
Strategic Alignment:
战略对齐：
Ensure the project aligns with the institution’s overarching goals of patient safety, quality of care, and cost reduction.
确保项目与机构的患者安全、护理质量和成本降低的总体目标保持一致。
Communicate how the CLABSI reduction initiative supports the organization’s broader mission and vision.
传达 CLABSI 减少计划如何支持组织更广泛的使命和愿景。
Resource Allocation:
资源配置：
Secure the necessary resources (financial, human, and technical) to support project execution.
确保必要的资源（财务、人力和技术）以支持项目执行。
Work with the project leader (Lean Six Sigma Green Belt Trainee) and a cross-functional team with the appropriate skills and authority.
与 项目负责人（精益六西格玛绿带实习生）和具有适当技能和权限的跨职能团队合作。
Leadership and Advocacy:
领导和宣传：
Act as the project’s champion, advocating for its importance to executive leadership and operational teams.
作为项目的拥护者，倡导其对执行领导和运营团队的重要性。
Address resistance to change and foster a culture of continuous improvement and accountability within the organization.
解决对变革的阻力，并在组织内培养持续改进和问责制的文化。
Decision-Making:
决策：
Provide guidance and make high-level decisions on critical issues, such as prioritization, scope changes, and resource conflicts.
提供指导并针对关键问题（例如优先级、范围更改和资源冲突）做出高级决策。
Approve key project milestones, such as the project charter, tollgate reviews, and final recommendations.
批准关键项目里程碑，例如项目章程、收费站审查和最终建议。
Stakeholder Engagement:
利益相关者参与：
Build and maintain engagement with key stakeholders, including clinical staff, infection control teams, and patients when necessary.
必要时，建立并保持与关键利益相关者（包括临床工作人员、感染控制团队和患者）的互动。
Facilitate communication and collaboration among departments to ensure alignment and cooperation.
促进部门之间的沟通和协作，以确保一致性和合作。
Monitoring and Oversight:
监控和监督：
Monitor project progress through regular updates from the project team.
通过项目团队的定期更新来监控项目进度。
Review metrics and key performance indicators (KPIs) to track outcomes, including baseline and post-intervention CLABSI rates.
查看指标和关键绩效指标 （KPI） 以跟踪结果，包括基线和干预后 CLABSI 率。
Address roadblocks or delays and intervene as needed to maintain momentum.
解决障碍或延误，并根据需要进行干预以保持势头。
Governance and Accountability:
治理和问责制：
Uphold governance standards, ensuring compliance with hospital policies, accreditation requirements, and infection control protocols.
维护治理标准，确保遵守医院政策、认证要求和感染控制协议。
Hold project team members accountable for their roles and responsibilities.
让项目团队成员对其角色和职责负责。
Post-Implementation Support:
实施后支持：
Support the transition of successful process improvements into standard practices within the institution.
支持将成功的流程改进转变为机构内的标准实践。
Ensure a sustainability plan is in place, including ongoing monitoring, staff training, and reinforcement of changes.
确保制定可持续发展计划，包括持续监控、员工培训和加强变革。
Attributes:
属性：
Leadership Skills: Strong ability to influence and motivate teams, using experience in leading cross-functional initiatives in healthcare.
领导技能： 具有很强的影响力和激励团队的能力，利用 领导医疗保健跨职能计划的经验。
Understanding of Lean Six Sigma: Familiarity with Lean Six Sigma principles, especially DMAIC (Define, Measure, Analyze, Improve, Control), and their application in healthcare will help in executing the role.
了解精益六西格码： 熟悉精益六西格码原则，尤其是 DMAIC（定义、测量、分析、改进、控制）及其在医疗保健中的应用将有助于执行该角色。
Clinical Knowledge: Basic understanding of CLABSI risk factors, prevention protocols, and the impact of bloodstream infections on patient outcomes.
临床知识： 对 CLABSI 风险因素、预防方案以及血流感染对患者预后的影响有基本的了解。
Communication: Excellent interpersonal and communication skills to engage with stakeholders at all levels effectively.
沟通：出色的人际交往和沟通技巧，能够有效地与各级利益相关者互动。
Commitment to Quality: A passion for improving patient safety and fostering a culture of continuous improvement.
质量承诺：热衷于提高患者安全和培养持续改进的文化。
Expected Time Commitment:
预期时间承诺：
The Project Sponsor will dedicate time for periodic project updates (e.g., biweekly or monthly reviews), tollgate presentations, and strategic decision-making meetings. The level of involvement may vary depending on project phase and needs but typically requires an estimated 4–6 hours per month.
项目发起人将投入时间进行定期项目更新（例如，每两周或每月一次的审查）、收费站演示和战略决策会议。参与程度可能因项目阶段和需求而异，但通常每月估计需要 4-6 小时。
This role is critical to the success of the Lean Six Sigma CLABSI reduction project. Through active engagement, leadership, and advocacy, the Sponsor ensures the initiative delivers measurable improvements in patient safety and aligns with institutional priorities.
这个角色对于精益六西格玛 CLABSI 减少项目的成功至关重要。通过积极参与、领导和宣传，申办方确保该计划在患者安全方面提供可衡量的改进，并与机构的优先事项保持一致。
Role Description: Project Champion – Lean Six Sigma CLABSI Reduction Project
角色描述： 项目冠军 – 精益六西格玛 CLABSI 减少项目
Position Summary:
职位摘要：
The Project Champion serves as a key operational leader and facilitator for the Lean Six Sigma project aimed at reducing Central Line-Associated Bloodstream Infections (CLABSI). This role bridges the gap between the Project Sponsor and the project team, ensuring effective communication, guidance, and alignment with institutional priorities. The Champion provides active support, advocacy, and hands-on involvement throughout the project lifecycle to help drive change and achieve the desired outcomes.
项目冠军是精益六西格码项目的关键运营领导者和促进者，旨在减少中心插管相关血流感染 （CLABSI）。该角色弥合了项目发起人和项目团队之间的差距，确保有效的沟通、指导并与机构优先事项保持一致。The Champion 在整个项目生命周期中提供积极的支持、宣传和实际参与，以帮助推动变革并实现预期的结果。
Key Responsibilities:
主要职责：
Advocacy and Leadership:
宣传和领导力：
Act as a visible and vocal advocate for the project, emphasizing its importance to patient safety, quality of care, and cost reduction.
作为该项目的可见和直言不讳的倡导者，强调其对患者安全、护理质量和降低成本的重要性。
Inspire commitment and enthusiasm for the project among clinical staff, infection prevention teams, and other stakeholders.
激发临床工作人员、感染预防团队和其他利益相关者对项目的承诺和热情。
Act as a change agent to foster a culture of continuous improvement and accountability.
作为变革推动者，培养持续改进和问责制的文化。
Operational Guidance:
作指南：
Provide day-to-day oversight, ensuring the project stays on track and aligned with the Lean Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology.
提供日常监督，确保项目保持正轨并与精益六西格玛 DMAIC（定义、测量、分析、改进、控制）方法保持一致。
Work closely with the Project Leader (Green Belt Trainee) to address operational challenges, ensure adherence to timelines, and achieve project goals.
与项目负责人（绿带实习生）密切合作，以应对运营挑战，确保遵守时间表并实现项目目标。
Offer subject matter expertise, particularly regarding infection prevention protocols, clinical workflows, and process improvement opportunities.
提供主题专业知识，特别是关于感染预防方案、临床工作流程和流程改进机会的专业知识。
Stakeholder Engagement:
利益相关者参与：
Engage with frontline staff, department managers, and other key stakeholders to gain buy-in and encourage active participation in the project.
与一线员工、部门经理和其他关键利益相关者合作，以获得支持并鼓励积极参与项目。
Serve as the liaison between the project team and hospital leadership, ensuring alignment and transparency.
充当项目团队和医院领导之间的联络人，确保一致性和透明度。
Support and Resources:
支持和资源：
Help secure the necessary resources, including data access, equipment, and staff time, for effective project execution.
帮助确保必要的资源，包括数据访问、设备和员工时间，以便有效地执行项目。
Provide or facilitate access to relevant clinical data and operational metrics to support problem-solving and decision-making.
提供或促进对相关临床数据和运营指标的访问，以支持问题解决和决策。
Identify and address barriers to implementation, including resistance to change, staffing constraints, or operational silos.
识别并解决实施障碍，包括对变革的抵制、人员配备限制或运营孤岛。
Data and Metrics Oversight:
数据和指标监督：
Collaborate with the project team to define, monitor, and review key performance indicators (KPIs), such as baseline and target CLABSI rates.
与项目团队合作，定义、监控和审查关键绩效指标 （KPI），例如基线和目标 CLABSI 率。
Ensure accurate data collection and analysis to identify root causes and evaluate the effectiveness of interventions.
确保准确的数据收集和分析，以确定根本原因并评估干预措施的有效性。
Decision-Making and Escalation:
决策和升级：
Provide timely decisions on operational issues, such as prioritization of improvement opportunities or implementation constraints.
及时提供有关运营问题的决策，例如改进机会或实施限制的优先级。
Escalate critical challenges or resource gaps to the Project Sponsor for resolution.
将关键挑战或资源缺口上报给项目发起人以解决。
Process and Project Facilitation:
流程和项目促进：
Facilitate communication across departments involved in the project (e.g., nursing, infection control etc.) to ensure alignment.
促进项目涉及的部门（例如，护理、感染控制等）之间的沟通，以确保一致性。
Lead or co-lead key project meetings, including team check-ins, tollgate reviews, and stakeholder updates.
领导或共同领导关键项目会议，包括团队签到、收费站审查和利益相关者更新。
Support brainstorming sessions and Lean Six Sigma tools such as fishbone diagrams, process mapping, and FMEA (Failure Modes and Effects Analysis).
支持头脑风暴会议和精益六西格玛工具，例如鱼骨图、流程图和 FMEA（故障模式和影响分析）。
Post-Implementation Support:
实施后支持：
Collaborate with the team to create a sustainability plan, ensuring that successful interventions become part of standard practice.
与团队合作制定可持续发展计划，确保成功的干预措施成为标准实践的一部分。
Facilitate staff training and continued monitoring of CLABSI rates after the project is completed.
在项目完成后，促进员工培训和对 CLABSI 费率的持续监控。
Attributes:
属性：
Leadership Skills: Ability to lead cross-functional teams, manage conflicts, and influence stakeholders at all levels.
领导技能： 能够领导跨职能团队、管理冲突和影响各级利益相关者。
Process Improvement Knowledge: Working knowledge of Lean Six Sigma principles, especially the DMAIC framework, with the ability to apply them in a healthcare setting.
流程改进知识：精益六西格码原则的工作知识，尤其是 DMAIC 框架，能够将它们应用于医疗保健环境。
Clinical Expertise: Familiarity with CLABSI prevention strategies, central line insertion and maintenance protocols, and infection control practices.
临床专业知识： 熟悉 CLABSI 预防策略、中心插管插入和维护方案以及感染控制实践。
Strong Communicator: Excellent written and verbal communication skills to effectively convey project progress, challenges, and results to stakeholders.
强大的沟通能力： 出色的书面和口头沟通技巧，可以有效地向利益相关者传达项目进度、挑战和结果。
Problem-Solving Skills: A proactive, solution-oriented approach to overcoming obstacles and managing operational challenges.
解决问题的能力： 一种积极主动、以解决方案为导向的方法来克服障碍和管理运营挑战。
Commitment to Quality: A passion for improving healthcare outcomes and fostering a patient-centered culture.
对质量的承诺： 热衷于改善医疗保健结果和培养以患者为中心的文化。
Expected Time Commitment:
预期时间承诺：
The Project Champion will dedicate significant time throughout the project lifecycle, including:
项目冠军将在整个项目生命周期中投入大量时间，包括：
Weekly Check-Ins: Supporting the project team with guidance, decision-making, and troubleshooting.
每周签到：为项目团队提供指导、决策和故障排除支持。
Tollgate Reviews: Active participation in milestone reviews and stakeholder updates.
Tollgate 审核：积极参与里程碑审核和利益相关者更新。
Ongoing Advocacy: Addressing staff concerns, promoting engagement, and facilitating communication as needed.
持续倡导：解决员工关注的问题，促进参与，并根据需要促进沟通。
Estimated time commitment is 6–10 hours per month, with greater involvement during critical project phases (e.g., Define and Improve phases).
预计时间投入为每月 6-10 小时，在关键项目阶段（例如，定义和改进阶段）的参与度更高。
Relationship with Other Roles:
与其他角色的关系：
Project Sponsor: Works closely with the Sponsor to escalate major issues, align with strategic goals, and ensure resource availability.
项目发起人：与发起人密切合作，上报重大问题，与战略目标保持一致，并确保资源可用性。
Project Leader: Provides operational guidance and support to the Project Lead leading the project, ensuring they have the tools and information needed to succeed.
项目负责人：为领导项目的项目负责人提供运营指导和支持，确保他们拥有成功所需的工具和信息。
Project Team: Acts as a mentor and facilitator for the team, ensuring collaboration and a smooth execution of Lean Six Sigma initiatives.
项目团队：充当团队的导师和促进者，确保协作和精益六西格玛计划的顺利执行。
This role is instrumental in driving the success of the CLABSI reduction project by bridging leadership support and frontline engagement. The Champion’s active involvement, advocacy, and operational guidance ensure the project achieves measurable improvements in patient safety and healthcare quality.
该角色通过弥合领导支持和一线参与，有助于推动 CLABSI 减少项目的成功。The Champion 的积极参与、宣传和运营指导确保该项目在患者安全和医疗保健质量方面取得可衡量的改进。
Role Description: Team Lead – Lean Six Sigma CLABSI Reduction Project
角色描述： 团队负责人 – 精益六西格码 CLABSI 减少项目
Position Summary:
职位摘要：
The Team Lead is a pivotal role in the Lean Six Sigma project to reduce Central Line-Associated Bloodstream Infections (CLABSI). This individual is responsible for managing the day-to-day execution of the project, guiding the project team through the DMAIC (Define, Measure, Analyze, Improve, Control) methodology, and delivering measurable improvements in patient safety. The Team Lead applies Lean Six Sigma tools and techniques to identify root causes, develop effective solutions, and implement sustainable changes.
团队负责人在精益六西格码项目中发挥着关键作用，以减少中心插管相关血流感染 （CLABSI）。此人负责管理项目的日常执行，指导项目团队使用 DMAIC（定义、测量、分析、改进、控制）方法，并在患者安全方面提供可衡量的改进。团队负责人应用精益六西格玛工具和技术来识别根本原因，开发有效的解决方案，并实施可持续的变革。
Key Responsibilities:
主要职责：
Project Execution and Leadership:
项目执行和领导：
Lead the cross-functional project team through all phases of the DMAIC methodology to achieve the goal of reducing CLABSI rates.
带领跨职能项目团队完成 DMAIC 方法的所有阶段，以实现降低 CLABSI 率的目标。
Manage the development and execution of the project charter, clearly defining objectives, scope, timelines, and deliverables.
管理项目章程的制定和执行，明确定义目标、范围、时间表和可交付成果。
Organize and facilitate regular team meetings to track progress, resolve issues, and maintain momentum.
组织和促进定期团队会议，以跟踪进度、解决问题并保持势头。
Process Improvement Expertise:
流程改进专业知识：
Apply Lean Six Sigma tools such as process mapping, root cause analysis, fishbone diagrams, and other tools to identify and eliminate inefficiencies.
应用精益六西格码工具（如流程图、根本原因分析、鱼骨图和其他工具）来识别和消除效率低下的情况。
Use statistical methods to analyze data, establish baselines, and measure the impact of interventions.
使用统计方法来分析数据、建立基线并衡量干预措施的影响。
Identify and prioritize improvement opportunities based on data-driven and qualitative insights.
根据数据驱动的定性洞察识别改进机会并确定其优先级。
Data Management and Analysis:
数据管理和分析：
Work with other members and clinical stakeholders to collect, validate, and analyze relevant data (e.g., infection rates, central line maintenance compliance).
与其他成员和临床利益相关者合作，收集、验证和分析相关数据（例如，感染率、中心静脉导管维持依从性）。
Translate data into actionable insights, ensuring accuracy and transparency in reporting.
将数据转化为可作的见解，确保报告的准确性和透明度。
Develop metrics and KPIs to measure project success and track ongoing improvements.
制定指标和 KPI 来衡量项目成功并跟踪持续改进。
Stakeholder Engagement:
利益相关者参与：
Foster collaboration across departments, including nursing, infection prevention to ensure alignment and engagement.
促进跨部门协作，包括护理、感染预防，以确保一致性和参与度。
Communicate project progress, outcomes, and next steps to stakeholders at all levels.
将项目进度、结果和后续步骤传达给各级利益相关者。
Address resistance to change and work collaboratively to resolve conflicts or challenges.
解决对变革的抵制，并协同工作解决冲突或挑战。
Training and Knowledge Transfer:
培训和知识转移：
Work with team members and stakeholders on Lean Six Sigma principles, tools, and methods to build internal capacity for future improvement initiatives.
与团队成员和利益相关者合作，制定精益六西格玛原则、工具和方法，为未来的改进计划建立内部能力。
Conduct process improvement workshops and training sessions, as needed, to engage staff and enhance their understanding of the project goals.
根据需要举办流程改进研讨会和培训课程，以吸引员工并增强他们对项目目标的理解。
Sustainability Planning:
可持续发展规划：
Develop and implement a control plan to ensure that improvements are sustained after project completion.
制定和实施控制计划，以确保在项目完成后持续改进。
Create standard operating procedures (SOPs)/Standard Work, training materials, and monitoring tools to embed successful changes into everyday practices.
创建标准作程序 （SOP）/标准工作、培训材料和监控工具，将成功的变革融入日常实践中。
Establish mechanisms for ongoing data monitoring to track CLABSI rates and reinforce accountability.
建立持续数据监控机制，以跟踪 CLABSI 比率并加强问责制。
Reporting and Communication:
报告和沟通：
Prepare and present detailed reports, including findings, recommendations, and results, during tollgate reviews with the Project Sponsor and Champion.
在与项目发起人和倡导者一起进行收费站审查期间，准备并提交详细的报告，包括调查结果、建议和结果。
Maintain clear and consistent communication with team members, stakeholders, and leadership throughout the project.
在整个项目中与团队成员、利益相关者和领导层保持清晰一致的沟通。
Continuous Improvement:
持续改进：
Identify opportunities to replicate successful interventions in other areas of the organization.
确定在组织的其他领域复制成功干预措施的机会。
Foster a mindset of continuous improvement within the project team and broader organization.
在项目团队和更广泛的组织内培养持续改进的心态。
Qualifications and Attributes:
资格和属性：
Lean Six Sigma Expertise: Trained in Process Improvement methodologies with the ability to lead DMAIC projects
精益六西格玛专业知识：接受过流程改进方法方面的培训，能够领导 DMAIC 项目.
Data-Driven Problem Solver: Strong analytical skills with experience in data collection, statistical analysis, and root cause identification.
数据驱动的问题解决者： 强大的分析技能，在数据收集、统计分析和根本原因识别方面拥有丰富的经验。
Clinical and Operational Knowledge: Familiarity with CLABSI prevention protocols, hospital infection control practices, and clinical workflows.
临床和运营知识： 熟悉 CLABSI 预防方案、医院感染控制实践和临床工作流程。
Leadership and Team Management: Ability to lead cross-functional teams, delegate tasks effectively, and inspire collaboration.
领导力和团队管理：能够领导跨职能团队，有效地委派任务并激发协作。
Communication Skills: Excellent written and verbal communication skills for engaging with team members, stakeholders, and leadership.
沟通技巧： 出色的书面和口头沟通技巧，可与团队成员、利益相关者和领导层互动。
Project Management: Strong organizational skills and an ability to manage complex projects, meeting deadlines, and delivering results.
项目管理： 较强的组织能力和 管理复杂项目、按时完成任务和交付结果的能力。
Commitment to Quality: A passion for improving patient safety, healthcare quality, and organizational efficiency.
质量承诺：热衷于提高患者安全、医疗保健质量和组织效率。
Expected Time Commitment:
预期时间承诺：
The Team Lead is the primary driver of the project and will require significant involvement throughout its lifecycle, including:
团队负责人是项目的主要驱动力，需要在整个生命周期中大量参与，包括：
Weekly Meetings: Leading team meetings and collaborating with stakeholders to maintain progress.
每周会议：领导团队会议并与利益相关者合作以保持进度。
Daily Oversight: Addressing day-to-day project needs, including data collection, analysis, and stakeholder engagement.
日常监督：解决日常项目需求，包括数据收集、分析和利益相关者参与。
Tollgate Presentations: Preparing materials for and presenting at milestone reviews.
Tollgate 演示：为里程碑评审准备材料并在其中展示。
The estimated time commitment is 10–15 hours per week, depending on the project phase and complexity.
预计时间承诺为每周 10-15 小时，具体取决于项目阶段和复杂程度。
Relationship with Other Roles:
与其他角色的关系：
Project Sponsor: Regularly updates the Sponsor on project progress, escalates critical issues, and seeks guidance on strategic decisions.
项目发起人：定期向发起人汇报项目进度，上报关键问题，并寻求战略决策的指导。
Project Champion: Collaborates with the Champion to address operational challenges, ensure stakeholder engagement, and secure necessary resources.
项目支持者：与支持者合作，解决运营挑战，确保利益相关者参与，并确保必要的资源。
Project Team: Leads the cross-functional team, delegating tasks, providing guidance, and ensuring accountability for deliverables.
项目团队：领导跨职能团队，委派任务，提供指导，并确保对可交付成果负责。
This role is crucial for the success of the CLABSI reduction project. By effectively leading the project team, applying Lean Six Sigma methodologies, and fostering a culture of continuous improvement, the Team Lead will drive meaningful, sustainable reductions in CLABSI rates, improving patient outcomes and hospital performance.
这个角色对于 CLABSI 减排项目的成功至关重要。通过有效领导项目团队、应用精益六西格码方法和培养持续改进的文化，团队负责人将推动有意义、可持续地降低 CLABSI 率，改善患者预后和医院绩效。
Role Description: Project Team – Lean Six Sigma CLABSI Reduction Project
角色描述： 项目团队 – 精益六西格码 CLABSI 减少项目
Position Summary:
职位摘要：
The Project Team for the Lean Six Sigma CLABSI Reduction Project consists of a multidisciplinary group of professionals responsible for supporting the project leader and contributing expertise throughout the DMAIC (Define, Measure, Analyze, Improve, Control) process. The team collaborates to identify root causes of Central Line-Associated Bloodstream Infections (CLABSI), develop and test solutions, and implement sustainable changes to improve patient outcomes. Each member brings their unique skills and perspective to ensure the project's success. Ideal Team members would have participated in Process Improvement training and would be familiar with the DMAIC methodology.
精益六西格码 CLABSI 减少项目的项目团队由一个多学科的专业人员小组组成，负责支持项目负责人并在整个 DMAIC（定义、测量、分析、改进、控制）过程中贡献专业知识。该团队合作确定中心插管相关血流感染 （CLABSI） 的根本原因，开发和测试解决方案，并实施可持续变革以改善患者预后。每个成员都带来了他们独特的技能和观点，以确保项目的成功。 理想的团队成员应该参加过流程改进培训，并且熟悉 DMAIC 方法。
Key Responsibilities:
主要职责：
Collaborative Problem-Solving:
协作解决问题：
Actively participate in all phases of the Lean Six Sigma DMAIC process.
积极参与精益六西格码 DMAIC 流程的所有阶段。
Contribute insights and expertise during brainstorming sessions, root cause analysis, and solution development.
在头脑风暴会议、根本原因分析和解决方案开发期间贡献见解和专业知识。
Identify process gaps, inefficiencies, or inconsistencies related to central line care that may contribute to CLABSI
识别可能导致 CLABSI 的与中心线护理相关的流程差距、效率低下或不一致.
Data Collection and Analysis:
资料收集与分析：
Assist in collecting, validating, and analyzing data on infection rates, central line insertion, maintenance compliance, and other relevant metrics.
协助收集、验证和分析有关感染率、中心插管插入、维护合规性和其他相关指标的数据。
Help identify trends, correlations, or anomalies in data that inform root cause analysis.
帮助识别数据中的趋势、相关性或异常，从而为根本原因分析提供信息。
Provide clinical and operational context for data findings to ensure actionable insights.
为数据发现提供临床和运营环境，以确保获得可作的见解。
Process Mapping and Workflow Evaluation:
流程映射和工作流程评估：
Collaborate on creating detailed process maps to visualize workflows related to central line insertion, maintenance, and infection prevention.
协作创建详细的流程图，以可视化与中心插管插入、维护和感染预防相关的工作流程。
Evaluate current processes to identify bottlenecks, handoff issues, or deviations from best practices.
评估当前流程，以识别瓶颈、移交问题或偏离最佳实践。
Testing and Implementing Solutions:
测试和实施解决方案：
Develop, test, and refine proposed interventions to reduce CLABSI rates.
开发、测试和改进建议的干预措施，以降低 CLABSI 发生率。
Participate in pilot testing of new processes, equipment, or protocols.
参与新工艺、设备或协议的试点测试。
Provide feedback on the feasibility, effectiveness, and impact of proposed solutions.
提供有关所建议解决方案的可行性、有效性和影响的反馈。
Change Management:
变更管理：
Serve as a change advocate within their respective departments, promoting buy-in and support for process improvements.
在各自部门内担任变革倡导者，促进对流程改进的支持和支持。
Communicate project updates and rationale for changes to frontline staff and other stakeholders.
将项目更新和变更理由传达给一线员工和其他利益相关者。
Address resistance to change by highlighting the benefits of new practices and fostering a collaborative environment.
通过强调新实践的好处和营造协作环境，解决对变革的抵制。
Sustainability Planning:
可持续发展规划：
Contribute to the development of a control plan to ensure that implemented improvements are sustained over time.
协助制定控制计划，以确保实施的改进随着时间的推移而持续。
Provide input on training materials, standard operating procedures (SOPs)/Standard Work, and monitoring tools.
提供有关培训材料、标准作程序 （SOP）/标准工作和监控工具的意见。
Support ongoing education and reinforcement of best practices for central line care.
支持持续的教育和加强中心插管护理的最佳实践。
Reporting and Documentation:
报告和文档：
Assist in documenting project activities, findings, and outcomes for reporting purposes.
协助记录项目活动、调查结果和结果以用于报告目的。
Share lessons learned and recommendations for scaling successful interventions across the organization.
分享经验教训和建议，以在整个组织中推广成功的干预措施。
Team Composition and Role-Specific Contributions:
团队组成和特定于角色的贡献：
The Project Team should include representatives from key stakeholder groups involved in the care and management of central lines. Typical roles and their contributions include:
项目团队应包括参与中心静脉导管护理和管理的主要利益相关者团体的代表。典型角色及其贡献包括：
Nursing Staff:
护理人员：
Provide insights into bedside practices related to central line insertion, maintenance, and dressing changes.
提供与中心静脉导管插入、维护和敷料更换相关的床旁实践的见解。
Identify challenges and opportunities to improve compliance with CLABSI prevention protocols.
确定提高对 CLABSI 预防协议的依从性的挑战和机遇。
Participate in the development and testing of new workflows or tools.
参与新工作流程或工具的开发和测试。
Physicians:
医生：
Offer clinical expertise regarding patient management, central line placement, and decision-making processes.
提供有关患者管理、中心静脉导管置入和决策过程的临床专业知识。
Ensure alignment of interventions with clinical guidelines and patient care standards.
确保干预措施与临床指南和患者护理标准保持一致。
Infection Prevention Specialists:
感染预防专家：
Provide expertise in infection control policies, best practices, and hospital-acquired infection surveillance.
提供感染控制政策、最佳实践和医院获得性感染监测方面的专业知识。
Lead efforts to identify infection trends and risk factors contributing to CLABSI
领导确定导致 CLABSI 的感染趋势和风险因素的努力.
Unit Managers or Supervisors (If necessary):
部门经理或主管（如有）：
Act as a liaison between the project team and frontline staff.
充当项目团队和一线员工之间的联络人。
Ensure that interventions are practical and can be integrated into existing workflows.
确保干预措施切实可行，并且可以集成到现有工作流程中。
Provide feedback on the operational impact of proposed changes.
提供有关拟议更改的运营影响的反馈。
Expected Time Commitment:
预期时间承诺：
Team members are expected to contribute actively throughout the project lifecycle, with varying levels of involvement depending on the project phase. Typical commitments include:
团队成员应在整个项目生命周期中积极参与，参与程度因项目阶段而异。典型的承诺包括：
Team Meetings: Participation in weekly or biweekly meetings to discuss progress, challenges, and next steps.
团队会议：参加每周或每两周一次的会议，讨论进展、挑战和后续步骤。
Work Assignments: Completing specific tasks such as data collection, process mapping, or piloting interventions.
工作分配：完成特定任务，例如数据收集、流程映射或试点干预。
Tollgate Reviews: Contributing to milestone reviews and reporting outcomes.
Tollgate 审核：为里程碑审核和报告结果做出贡献。
The estimated time commitment is 3–6 hours per week, depending on the complexity of the tasks and the project phase.
预计时间投入为每周 3-6 小时，具体取决于任务的复杂程度和项目阶段。
Attributes:
属性：
Role-Specific Expertise: Knowledge and experience relevant to their specific area of contribution (e.g., nursing, infection prevention, data analysis).
特定角色的专业知识：与其特定贡献领域（例如，护理、感染预防、数据分析）相关的知识和经验。
Teamwork and Collaboration: Ability to work effectively in a multidisciplinary team, respecting diverse perspectives and expertise.
团队合作与协作： 能够在多学科团队中有效工作，尊重不同的观点和专业知识。
Problem-Solving Skills: Analytical and critical thinking skills to identify issues and contribute to solutions.
解决问题的能力： 识别和批判性思维能力，以识别问题并促进解决方案。
Commitment to Quality Improvement: A shared dedication to improving patient safety and reducing CLABSI rates.
对质量改进的承诺：共同致力于提高患者安全和降低 CLABSI 率。
Relationship with Other Roles:
与其他角色的关系：
Team Lead: Reports directly to the Team Lead, providing support and feedback on assigned tasks.
团队负责人：直接向团队负责人报告，为分配的任务提供支持和反馈。
Project Sponsor and Champion: Collaborates indirectly by contributing data, insights, and results that inform high-level decisions and strategic alignment.
项目发起人和推动者：通过提供数据、见解和结果来间接协作，为高层决策和战略调整提供信息。
Broader Organization: Acts as a representative of the project, sharing updates and promoting a culture of continuous improvement within their respective departments.
更广泛的组织：作为项目的代表，在各自的部门内分享更新并促进持续改进的文化。
The Project Team plays a vital role in ensuring the success of the Lean Six Sigma CLABSI reduction initiative. By leveraging their expertise, collaboration, and commitment, team members drive actionable improvements that enhance patient safety and hospital performance.
项目团队在确保精益六西格码 CLABSI 减少计划的成功方面发挥着至关重要的作用。通过利用他们的专业知识、协作和承诺，团队成员可以推动可行的改进，从而提高患者安全和医院绩效。
To-Do List
待办事项清单
Establish Cross-Functional Project Team
建立跨职能项目团队
Identify team leader and ensure clarity on their responsibilities (e.g., facilitating meetings, tracking progress, reporting updates).
确定团队负责人并确保明确他们的职责（例如，促进会议、跟踪进度、报告更新）。
Select team members representing diverse roles and expertise.
选择代表不同角色和专业知识的团队成员。
Determine Project Sponsor and Champion
确定项目发起人和拥护者
Assign a sponsor to oversee the project and provide high-level support.
指派一个发起人来监督项目并提供高级支持。
Designate a champion to advocate for the project and drive momentum.
指定一名支持者来倡导项目并推动动力。
Define and communicate their respective roles and responsibilities.
定义并传达他们各自的角色和职责。
Project Tasks
项目任务
Define Phase
定义阶段
Develop a clear and concise Problem Statement
制定清晰简洁的问题陈述.
Finalize the SIPOC Diagram to ensure understanding of process boundaries.
完成 SIPOC 图以确保理解过程边界。
Identify and engage Stakeholders who need to be informed or involved.
识别并吸引 需要了解或参与的利益干系人。
Complete and review the Project Charter
完成并查看项目章程.
Schedule a meeting with the project sponsor to present and gain approval for the project charter.
安排与项目发起人的会议，以介绍项目章程并获得批准。
Measure Phase
测量阶段
Document key factors contributing to the problem using Affinity Diagram and Fishbone Diagram
使用亲和图和鱼骨图记录导致问题的关键因素.
Create and finalize a Data Collection Plan
创建并完成数据收集计划.
Collect relevant data to establish baseline metrics.
收集相关数据以建立基准指标。
Develop a Process Map to document the current process and refine the draft map created during training.
开发流程图以记录当前流程并优化培训期间创建的草稿图。
Analyze Phase
分析阶段
Review and analyze the Process Map to identify wastes and opportunities for improvement.
审查和分析流程图，以确定浪费和改进机会。
Conduct an FMEA to prioritize risks and mitigation strategies.
执行 FMEA 以确定风险和缓解策略的优先级。
Use tools such as Histogram, Pareto Chart, and Run Chart to analyze collected data and identify trends.
使用直方图、帕累托图和运行图等工具 分析收集的数据并确定趋势。
Coaching and Update Meetings
辅导和更新会议
Schedule regular coaching sessions with SickKids experts to guide the team through implementation.
安排与 SickKids 专家的定期辅导课程，以指导团队完成实施。
Arrange periodic update meetings with the project sponsor to share progress and gain feedback.
安排与项目发起人的定期更新会议，以分享进度并获得反馈。
Assignments and Their Impact
任务及其影响
The outlined assignments are designed to systematically advance the project while reinforcing the participants' learning:
概述的作业旨在系统地推进项目，同时加强参与者的学习：
Formulate Project Team and identify Sponsor
制定项目团队并确定赞助商
Problem Statement, SIPOC, and Charter Development: Provides a strong foundation and alignment on project objectives.
问题陈述、SIPOC 和章程制定：为项目目标提供坚实的基础和一致性。
Data Collection Plan and Process Mapping: Ensures the team has a clear understanding of the current state and reliable data to inform decisions.
数据收集计划和流程映射：确保团队清楚地了解当前状态和可靠的数据，以便为决策提供信息。
FMEA and Waste Analysis: Identifies priority areas for intervention.
FMEA 和废物分析：确定干预的优先领域。
Coaching and Sponsor Meetings: Maintains project momentum and ensures alignment with organizational goals.
辅导和发起人会议：保持项目势头并确保与组织目标保持一致。
By completing these tasks, the project team will be well-positioned to achieve meaningful reductions in CLABSI rates and build capacity for future process improvement initiatives.
通过完成这些任务，项目团队将能够实现 CLABSI 率的显著降低，并为未来的流程改进计划建立能力。
The next phase of training is planned for Spring 2025 and will focus on reviewing the Analyze Phase while introducing the Improve and Control Phases of the DMAIC framework. Participants will be introduced to tools such as Control Charts, which help in monitoring processes and sustaining improvements. Although the CLABSI reduction project will remain the primary focus, the training will aim to equip participants with skills and strategies to tackle future process challenges that may arise. This ensures that the workforce remains adept at applying process improvement methodologies across a variety of scenarios, fostering long-term organizational resilience and adaptability.
下一阶段的培训计划于 2025 年春季进行，将侧重于回顾分析阶段，同时引入 DMAIC 框架的改进和控制阶段。将向参与者介绍控制图等工具，这些工具有助于监控流程和持续改进。尽管减少 CLABSI 项目仍将是主要重点，但培训旨在使参与者具备应对未来可能出现的工艺挑战的技能和策略。这确保了员工能够熟练地在各种场景中应用流程改进方法，从而培养长期的组织弹性和适应性。
1. Define Phase
1. 定义阶段
Objective: Establish the foundation for the project by defining objectives, scope, and team roles, and aligning with organizational goals.
目标：通过定义目标、范围和团队角色，并与组织目标保持一致，为项目奠定基础。
Timeline: January 2024
时间：2024 年 1 月
Week 1:
第 1 周：
Formulate Project Team and Identify Sponsor:
组建项目团队并确定赞助商：
Select team members, including participants form the Green Belt training.
选择团队成员，包括来自绿带培训的参与者。
Secure an engaged sponsor to support and advocate for the project.
确保一个参与的赞助商来支持和倡导该项目。
Develop Problem Statement, SIPOC, and Charter:
制定问题陈述、SIPOC 和章程：
Craft a problem statement clearly defining the CLABSI issue (e.g., "The CLABSI rate is 5.6 per 1,000 central line days, exceeding the national benchmark of 1.2").
制定一个问题陈述，明确定义 CLABSI 问题（例如，“CLABSI 比率为每 1,000 个中心线日 5.6 个，超过了 1.2 的国家基准”）。
Finalize SIPOC diagram to outline Suppliers, Inputs, Process, Outputs, and Customers related to central line management as well as identify key stakeholders.
最终确定SIPOC 图，以概述与中心线管理相关的供应商、输入、流程、产出和客户，并确定关键利益相关者。
Finalize the project charter specifying goals (e.g., "Reduce CLABSI by 50% by April 2025"), scope, timeline, and key metrics.
最终确定项目章程，指定目标（例如，“ 到 2025 年 4 月将 CLABSI 减少 50%”）、范围、时间表和关键指标。
Review the charter with the project sponsor for alignment.
与项目发起人一起审查章程以保持一致。
Week 2:
第 2 周：
Conduct a high-level process walk to understand the current central line workflow.
执行高级流程审核以了解当前的中心插管工作流程。
Begin creating a communication plan to ensure team engagement and sponsor updates throughout the project.
开始制定沟通计划，以确保整个项目的团队参与和赞助更新。
2. Measure Phase
2. 测量阶段
Objective: Collect and analyze baseline data to understand the current process performance.
目标：收集和分析基线数据以了解当前的流程性能。
Timeline: January - February 2025
时间：2025 年 1 月至 2 月
Week 1:
第 1 周：
Develop a Data Collection Plan:
制定数据收集计划：
Identify data sources (e.g., electronic health records, infection logs).
确定数据源（例如，电子健康记录、感染日志）。
Define what data will be collected (e.g., CLABSI rates, compliance with central line insertion and maintenance checklists).
定义将收集的数据（例如，CLABSI 率、对中心插管和维护检查表的遵守情况）。
Assign responsibilities for data collection.
分配数据收集的责任。
Map the Current State Process:
映射当前状态进程：
Develop a detailed process map for central line insertion, maintenance, and removal.
为中心插管的插入、维护和移除制定详细的流程图。
Identify critical control points and potential gaps in the process.
确定流程中的关键控制点和潜在差距。
Week 2:
第 2 周：
Train team members on data collection methods to ensure accuracy.
对团队成员进行数据收集方法培训，以确保准确性。
Begin collecting baseline data for key metrics (e.g., CLABSI rates, hand hygiene compliance).
开始收集关键指标（例如 CLABSI 率、手部卫生合规性）的基线数据。
Week 3–4:
第 3-4 周：
Validate Data Quality:
验证数据质量：
Clean and validate the collected data to ensure reliability.
清理和验证收集的数据以确保可靠性。
Create run charts to visualize variation in infection rates over time.
创建运行图以可视化感染率随时间的变化。
Use a Pareto analysis to prioritize contributing factors (e.g., non-compliance with sterile technique).
使用 Pareto 分析来确定影响因素的优先级（例如，不遵守无菌技术）。
Provide a data summary to the sponsor and team for review.
向发起人和团队提供数据摘要以供审核。
3. Analyze Phase
3. 分析阶段
Objective: Identify root causes and prioritize areas for improvement.
目标：确定根本原因并确定需要改进的领域的优先级。
Timeline: February – April 2025
时间：2025 年 2 月至 4 月
Week 1:
第 1 周：
Conduct a Failure Modes and Effects Analysis (FMEA):
进行故障模式和影响分析 （FMEA）：
Assess risks at each step of the central line process.
评估中心插管流程每个步骤的风险。
Identify high-risk failure points, such as improper dressing changes or contamination during insertion.
识别高风险故障点，例如换药不当或插入过程中的污染。
Perform a Waste Analysis:
执行废物分析：
Use Lean tools to identify non-value-added activities (e.g., delays in dressing changes or redundant documentation).
使用精益工具来识别非增值活动（例如，更换敷料的延迟或多余的文档）。
Week 2:
第 2 周：
Develop a fishbone diagram and perform 5-Why analysis to identify root causes of CLABSI (e.g., inadequate training, poor compliance monitoring).
制定鱼骨图并执行 5-Why 分析，以确定 CLABSI 的根本原因（例如，培训不足、合规性监控不佳）。
Week 3:
第 3 周：
If applicable, quantify the impact of root causes using statistical analysis (e.g., correlation between compliance rates and infection rates).
如果适用，q使用统计分析（例如，依从率和感染率之间的相关性）来确定根本原因的影响。
Week 4:
第 4 周：
Finalize an actionable list of root causes to address in the Improve phase.
最终确定要在 Improve 阶段解决的可作根本原因列表。
Present findings in a concise report for sponsor approval.
以简明的报告形式呈现结果，以供申办者批准。
Coaching and Sponsor Engagement
辅导和赞助商参与
Ongoing (Jan 2025–April 2025):
进行中（202 年 1 月 5 日至 2025 年 4 月）：
Hold biweekly sponsor meetings to provide project updates and align on goals.
每两周举行一次发起人会议，以提供项目更新并就目标达成一致。
Conduct team coaching sessions to build skills in Lean Six Sigma tools, ensuring consistent application and understanding.
开展团队辅导课程，以培养精益六西格码工具的技能，确保一致的应用和理解。