Measuring improvement: before-and-after metrics that demonstrate the impact of process changes
Design a measurement plan that proves an operations improvement actually worked, distinguishing genuine outcome improvement from activity that merely looks like progress.
Measuring improvement: before-and-after metrics that demonstrate the impact of process changes
In the previous lesson, you designed and implemented a process change. The continuing review checklist is in use. Coordinators are filling it out. The quality issue that prompted the work — the IRB rejections, the missed deadlines, the avoidable amendment cycles — feels less acute. Things, in your judgment, are better.
But "in your judgment, things are better" is not an answer your director can act on. It is not a finding you can take to the IRB. It is not, frankly, evidence at all. And here is the uncomfortable truth that no one tells regulatory coordinators when they begin process improvement work: an unmeasured improvement is, in any practical sense, indistinguishable from no improvement. If you cannot demonstrate the change, you cannot defend the investment, justify the next one, or even know with any confidence that what you did actually worked.
This lesson teaches one specific skill — measuring a single process improvement through a before-and-after comparison. Module 4 of this course covers the broader question of how a regulatory function builds an ongoing metrics system. That is a different problem. Today, we focus on the narrower one: you changed something, and you need to know if it helped.
What you will learn
By the end of this lesson, you will be able to: