RespondOptimization to the Challenge | What willapproach be your approach? Workflow | Our assessment 1 People: The rate limiting factor of Change Resistance to change is a significant barrier to realizing results and savings When pursuing transformations, organizations rarely realize the benefits or retain the value they anticipated. While there are many reasons for this, the following survey of CEO’s shows that 5 out of the top 10 business transformation showstoppers are ‘people and organizational’ issues. Top Resistance Case Sponsorship Unrealistic Expectations 72% 65% 54% Project Management for Change not Compelling Project Scope No 82% to Change Inadequate Poor 10 Barriers to Success 46% Team Lacked Skills 44% Expansion / Uncertainty 44% Change Management Program Not IT 43% Horizontal Process View 41% Perspective not Integrated 36% PERCENT “Source: “Soft skills”? Hard Impact. OF FIRMS Deloitte & Touché Survey of CEO's regarding Business Transformation: Top 10 Barriers to Success, 2004.”. 2 Process of Change Management Commitment to change Change is managed effectively COMMITMENT ADOPTION GO-LIVE • Project Rework • Sub-Optimized Delivery • Lack of Project Team and Leadership Alignment • Delay/No Adoption • Missing Accountability • Minimized/Missed Benefit Realization • Lost Investment Opportunity UNDERSTANDING UNAWARE AWARENESS CONFUSION NEGATIVE PERCEPTION Time GO-LIVE SUPPORT WITHDRAWN ROI PROJECT TERMINATED Change is not managed 3 Creating the “LEAN” Microbiology Lab 1. Strategic Assessment 2. Transformation Unbiased LEANSigma observation and data analysis of your lab Collaborative group effort Kaizen events Rapid Improvement Workshops Staff schedules Staff priorities Volume patterns Turnaround time analysis Specimen physical flow Value streams Unnecessary or over-processing opportunities 4 Strategic Assessment Strategic Assessment Pre-work • Introductory visit with site leadership • Pre-audit data request • Type/volume of samples • Segmented staffing data • Working hours • Organization chart • Performance metrics • Building layout • Discuss challenges Kick-off • Introductions & kick-off • Review schedule • Walk the process • Data gathering • Pareto analysis • Physical Layout • "Cycle time analysis' or snapshot observation • Volume arrival patterns • Spaghetti diagrams Data Collection Future state • Current state value stream map • Lead time analysis • Interviews • Data analysis potential linkages between observation and performance • Current state data validation with site leadership • Define "improvement roadmap” • Process • Layout • Staffing • Equipment • Future state definition Report-out • Prepare final report • Recommendations for improvement • Quantify benefits • Review opportunities and next steps with stakeholders 5 What is Important to the patient? Wasted Time & Activity Core Process Value Backlog of requests Excessive Motion (Walking to Next Task, etc.) Defective Process (Identifying, Handling, Fixing) OPERATIONAL LEAD TIME Missing Information Waiting for next Process Review/QA Call or Log information Key: Improved Processes to Increase “Core Value” © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LEAN Sigma®, a service mark of TBM Consulting Group. You must optimize the whole, not just the parts… 7 Transformation Kaizen Event: Transformation Pre-work • Review opportunities and next steps with stakeholders • Pre-visit planning Kick-off • Collaborative group engagement • Lean training Current state • Map the current state from specimen receipt to result • Review the process for improved turnaround times, eliminate waste, reduce errors, minimize touches. Future state Follow up • Standardize the process • Develop and map the new process • Assign ownership of key tasks • Training in change management • Recommendations for improvement 8 • Prepare final report • Follow up to measure improvements 5 S Projects :| |Organization Methodology Workflow Optimization Our assessment approach Before After 9 Lab Planning | Designing the Future Laboratory Defining the future laboratory and meeting the needs for growth Current and future state analysis Technology and infrastructure options that facilitate change Design approaches that facilitates lean and workflow optimization Lab space planning and design Approaches to lab automation Technology assessments Workflow planning Lab Relocations 10 Lab Transformation :| Keys to Success Workflow Optimization | Our assessment approach 11 Examples of performance improvement – Maximize Quality Performance Improvement: • Over 1100 urine were contaminated/month • 50% were causing re-work and over-processing • Design new process and monitor improvement >80% Reduction in Contamination We saw improvements quickly (over two months). Over 6 months, contamination from 18% to < 4% Reduce cost by $30k per month 12 Examples of performance improvement – Rapid Decision Support • Identify drivers for this distribution • Design new process and monitor improvement 6 months later Median: 87 hour 63 hour Top 25%: 119 hour 89.1 hours 13 Performance Improvement 24 hours Example of performance improvement – Patient Centric “Two years later, the results on workflow, turnaround times (TATS), and patient outcomes have been dramatic.” Joseph Campos, Ph.D. Director of the Microbiology and Molecular Diagnostics Laboratories Children’s National Medical Center 14 In summary Clinical microbiology will remain a “growth based” science Automation will remove “touches” from the manual process, but will not be effective unless you transform your workflow to maximize the technology investment We must focus on efficient delivery of clinically relevant results in order to accelerate therapeutic decisions and improved patient outcomes Performance Assessment and Transformation is a Quality Initiative Focus is on processes and systems that serve the Patient Improve level of service and customer satisfaction Improve employee satisfaction Free up resources and be prepared for increasing test volumes 15 16