(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.
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A clear, measurable target that guides your improvement work.
The FOCUS step where you identify key causes of variation and select change ideas to address them
Visual framework that helps leaders understand types of decisions and where their authority lies in making them.
Drives engagement and performance through clear goals, shared metrics, and transparent expectations. Promotes communication, supports quality and safety, and keeps teams aligned.
The PDCA phase that sets the stage for success.
The PDCA phase where you decide to adopt, adapt, or abandon based on what you’ve learned.
The FOCUS step where you ask: What ideas would have the biggest impact on the common causes?
A process consisting of four steps, designed to help test ideas in small, safe ways before they are scaled.
The PDCA phase where you try one change idea and run a small-scale test to see what happens.
The FOCUS step where you ask: Who are the key players impacting the process or impacted by the area of opportunity?
The PDCA phase where you analyze and compare data to the prediction.
Scale Operations & Grow Membership, Improve Member Experience and Retention,
Provide Exceptional Patient Care,
Make Healthcare More Affordable for Our Members, Achieve Financial Objectives
Leaders should escalate or align with senior leadership to make these decisions.
Leaders should consult or collaborate with peers or adjacent functions to make these decisions.
The step of the FOCUS method where you ask: What is the gap or problem statement?
Leaders are fully empowered to make these decisions.
Focuses on how care is delivered by aligning systems, resources, and infrastructure with clinical goals. Oversees budget, staffing, service delivery, facilities, and process improvement.
Helps determine whether a leader should act, collaborate, or escalate.
Focuses on the “where” and “what next” of healthcare delivery. Identify opportunities for expansion, build strategic partnerships, and drive initiatives that align with long-term organizational goals and community needs.
Framework used to determine whether a change is possible, should be implemented, would be a challenge, or kiboshed.
Framework to determine who is responsible, accountable, or should be consulted or informed in decision making.
The FOCUS step where you explore data to understand how the process currently works and define its current state.
Without this, teams face decision paralysis and fatigue, unclear ownership, and confusion—leading to inconsistent performance and communication.
Owns the clinical voice in the partnership. Responsible for making sure care meets the highest standards and reflects our mission including patient safety, quality, and clinical outcomes.
