he complexity of medical systems makes it difficult to implement changes and then to assess the effects of a change. Perioperative care is particularly complex because of such factors as the interaction of different teams, multiple health care provider hand-offs, use of numerous medications used via distinct routes, and performance of procedures that often incorporate various devices that require specialized training for use. A systematic review analyzing studies with at least 1,000 patients found that the largest proportion of adverse events occurred in the operating room (OR; 41.0%). By contrast, only 14.9% of adverse events occurred outside of the hospital, and in the hospital, 3.1% were in the high-risk but focused environment of the intensive care unit. 1 The concepts and design of quality and performance improvement (QI/PI) are not new, but as the authors of the thorough article "Performance improvement in surgery" note, there are some common barriers to utilization of these tools in health care including, "inadequate access to relevant data and analytics, health professionals not trained to think analytically about the delivery of healthcare, and industrial and systems engineers without enough knowledge of the healthcare industry." 2 Because these barriers can generally be attributed to the responsibility of health care organizations, physicians, and device or pharmaceutical manufacturers, respectively, it behooves stakeholders to be proficient with the tools of QI/PI.