Quotes About Efficiency

checklists seem able to defend anyone, even the experienced, against failure in many more tasks than we realized.

Much of our work today has entered its own B-17 phase. Substantial parts of what software designers, financial managers, firefighters, police officers, lawyers, and most certainly clinicians do are now too complex for them to carry out reliably from memory alone. Multiple fields, in other words, have become too much airplane for one person to fly. Yet it is far from obvious that something as simple as a checklist could be of substantial help.

Instead they choose to accept their fallibilities. They recognised the simplicity and power of using a checklist.

The philosophy is that you push the power of decision making out to the periphery and away from the center. You give people the room to adapt, based on their experience and expertise. All you ask is that they talk to one another and take responsibility. That is what works. The

We are besieged by simple problems.... Checklists can provide protection

Could a computer outperform an experienced specialist?

Yet, in the course of fifty cases, some teams managed to halve their operating time while others failed to improve at all. Practice, it turned out, did not necessarily make perfect.

Just ticking boxes is not the ultimate goal here. Embracing a culture of teamwork and discipline is. And if we recognised the opportunity, the two-minute WHO checklist is just a start.

So you want to keep the list short by focusing on what he called "the killer items" — the steps that are most dangerous to skip and sometimes overlooked nonetheless. The wording should be simple and exact, Boorman went on, and use the familiar language of the profession. Even the look of the checklist matters. Ideally, it should fit on one page. It should be free of clutter and unnecessary colors.

Discussion had brought La Crosse's end-of-life costs down to half the national average. It was that simple—and that complicated.

So for any new checklist created from scratch, you have to pick the type that makes the most sense for the situation. The checklist cannot be lengthy. A rule of thumb some use is to keep it to between five and nine items, which is the limit of working memory.

An inherent tension exists between brevity and effectiveness. Cut too much and you won't have enough checks to improve care. Leave too much in and the list becomes too long to use.

After a while, though, it seemed that the only thing he thought about was getting through all his patients as quickly as possible.

The checklist cannot be lengthy. A rule of thumb some use is to keep it to between five and nine items, which is the limit of working memory.

It is common to misconceive how checklists function in complex lines of work. They are not comprehensive how-to guides, whether for building a skyscraper or getting a plane out of trouble. They are quick and simple tools aimed to buttress the skills of expert professionals. And

With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off--it's more like a recipe.

The successful M & M presentation inevitably involves a certain elision of detail and a lot of passive verbs.

Just ticking boxes is not the ultimate goal here. Embracing a culture of teamwork and discipline is.

Good checklists, on the other hand, are precise. They are efficient, to the point, and easy to use even in the most difficult situations.

An inherent tension exists between brevity and effectiveness. Cut too much and you won't have enough checks to improve care. Leave too much in and the list becomes too long to use. Furthermore

Obstetrics went about improving the same way Toyota and General Electric went about improving: on the fly, but always paying attention to the results and trying to better them. And

Anyone who understands systems will know immediately that optimizing parts is not a good route to system excellence

Just ticking boxes is not the ultimate goal here.

You must decide whether you want a DO-CONFIRM checklist or a READ-DO checklist. With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off—it's more like a recipe.