The One-page Standard Operating Procedure as a Tool for Successful

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Insights on Management Development
A Path to Becoming A
More Effective Manager and Leader
ACLAM Forum
May 6, 2014
Donna Matthews Jarrell, DVM, DACLAM
Director, Center for Comparative Medicine
Massachusetts General Hospital
Boston, MA
Presentation Outline
• Enlighten: Identifying your “burning
platform”
• Educate: Where to seek the tools you need
to develop
• Entertain: A new day is possible - Examples
Another Option
MGH Animal Program
• Hospital founded in 1811
• Mission includes Clinical Care,
Teaching and Research
• Biomedical research program
(Harvard Medical School Affiliated)
– Total annual research budget =
$680M
– 80,000 sq ft of animal facilities in
9 different locations
– AAALAC Accreditation since
1993
– 1000 active animal protocols;
>350 PIs & 2000+ animal users
Center for
Comparative Medicine
– Approximately 140 FTEs
– 7 managed facilities in 3
distinct locations
• Charlestown Navy Yard
• Boston – Beacon Hill Area
• Cambridge
– Supports Variety of Species
•
•
•
•
•
•
•
Rodents
Aquatics
Amphibians
Rabbits
Pigs
Sheep
Non-human Primate
My Initial Challenges - 2002
• Dissatisfied and/or Complaining Customers
• Workforce “Silos” & Differing Performance
• Staff Performance Failure > Poor Service &
Regulatory Non-compliance
• Managers Try to Fix Problems With Varied
Success
• Partnering Departments Just Don’t
Understand
Regulatory Compliance
60
50
40
30
20
10
0
Spring Spring Spring Spring Spring Spring Spring
07
08
09
10
11
12
13
Total # Majors
Total # Minors
Revenue Sources
$ from
research
services
$1.40
Rodent Per Diems
$1.20
Per diems
over 11 years
$1.00
$0.80
$0.60
$0.40
$0.20
$0.00
FY03* FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
(*FY03=average of 3 prices)
CCM Financial Performance
$ Millions
Revenues
Direct Expenses
Operating Margin
Subsidy
FY03
FY05
FY07
FY09
FY12
FY14 (F)
Fellow Lean Thinkers:
“Are we delivering faster and with greater predictability?”
My Management Journey
(1989 - Now)
1989
1992
1994
Government
1st Unit Chief Position
1st Section Chief Position
Department-level Support Position
Private Industry
1998
2000
1st Senior-level Position
Growing Industry
Academia
2002
Formal Management Development
Opportunity
My Management Journey
Was I really ready?
“What Leaders Really Do” by John P. Kotter
Leadership Insights; HBR
“ Individuals who are effective in large leadership roles often
share a number of career experiences…most typical and
most important is significant challenge early in a
career…during their twenties and thirties to actually try to
lead, to take a risk, and to learn from both triumphs and
failures….These opportunities also teach people something
about both the difficulty of leadership and its potential for
producing change.”
Today’s Workplace Myth
Myth: Managers are reflective, systematic
planners
Truth: Managers are overburden with
obligations yet cannot easily delegate their
tasks. As a result, they are driven to
overwork and forced to do many task
superficially. Brevity, fragmentation, and
verbal communication characterize their
work.
Today’s Workplace Solution
• Slow Down
• Become reflective
• Develop peer relationships/Share your
problems
• Empower subordinates
• Resolve conflicts/Make decisions when
ambiguity exist
Leadership - Enlightenment
Servant Leadership
“Be Humble”
– Reverses traditional roles of
Leadership
– Customers and Worker at the
top, Leadership at the bottom
– The role of Leadership is to
aspire for the success of all
people
– “How can I serve you to
succeed?”
“Servant Leadership” by
Robert K Greenleaf
Education:
Initial Self-Development (1990s)
Education:
Formal Business Training
• Corporate Training
–
1-2 day seminars
• MBA
–
–
–
Company-supported on on your own
2 -4 years
Degree Granted
• Executive Education
–
–
–
Requires Company Sponsorship
1-12 weeks Residency at Business School
Certificate Granted
Education:
Company - Sponsored Training
• Primarily to
Introduce you to
Company’s Culture
• Sets Key
Management
Expectations
• Introduce you to the
management
systems you will be
using
Do NOT generally
expose you to what
other companies do
Management Mentor
–World’s Most Admired Companies
1
Apple
2
Google
3
Berkshire Hathaway
4
Johnson & Johnson
5
Amazon.com
6
Procter & Gamble
7
Toyota Motor
7
Goldman Sachs
9
Wal-Mart
10
Coca-cola
–http://money.cnn.com/magazines/fortune/mostadmired/2010/index.html
Education: 2002
Finance & Accounting
for the NonFinancial
Managers
2-day seminar – University
Corporate Extension Program
Goal: aid in developing the ability to
understand accounting
problems and evaluate the
impact of solutions on financial
perspective
1st Executive Education Experience
•
2004: Building A Competitive Advantage through
Operations
HBS Executive Education
•
–
–
1 Week Course
In Residency
Education:
My Experience (cont)
• 2006: The General Manager Program 17
• HBS Executive Education
–
–
12 Week Course
7 weeks In Residency
Education:
My Experience (cont)
• 2006: The General Manager Program 17
Celebrated Our Success
Lessons On Leadership
•
The worst mistake a leader can make is to compete on the same dimensions as the
competition (just trying to be #1). Use a strategy that is unique and distinct integrating the
value proposition and the value chain. (Porter)
•
“Life is short so go do something cool”. Leadership should have impact beyond
business/work. (Kotter)
•
Strong leadership has both ++ leadership capabilities and ++ management capabilities.
Understand where you are and create a team that complements you. (Mary Kay &
George)
•
Leaders know that for acceptance, their vision has to be relevant to each individual in
their organization. (Corey Robinson)
•
Leaders understand their ecosystems and don’t underestimate the importance of
relationships. (Li & Fung, Ebay)
•
Utilize control for empowerment; be comfortable empowering more vs. less. (ATH
Technologies)
Great Quotes (inside HBS)
• “Be Tough-minded but not cold-hearted” (?)
• “Life is short – Do something cool” (Kotter)
• “Be unique and distinct” (Porter)
• “Strike Boldly When You Believe in Something”
(Kotter)
• “The Soft Stuff Does Matter” (Rob Parson @
Morgan Stanley – Hill) & “The Soft “Ss” give
you the competitive advantage” (Leadership –
Hill)
CCM Next Steps
• Clear Communication &
Common Definitions of
Mission, Values, Goals,
Objectives
– Visionary (“Broad Strokes”)
– Consistency
• Metrics, Metrics, Metrics
– ABC-like Cost Accounting;
Vendor Relations/Partnership
Building
– Quality Metrics in Operations
– Customer Satisfaction
• Innovation
– Animal Welfare
– New Models
– Operations Efficiency
90 Days Later
Vision of the Future
Long-Term Picture
Maximize Efficient
Control Cost
Massachusetts General Hospital
Center for Comparative Medicine

Ensure Safety
Enhance
Quality
FY 2010-2012
STRATEGIC PLAN
[CONFIDENTIAL]
Go Green
Our True North
revised 2010
CCM Mission
– Provide reliable, affordable, and responsive laboratory animal
care and research services in pursuit of scientific knowledge
and medical breakthroughs
– Avoid or minimize pain and distress in animals under our care
– Maintain a fulfilling, respectful, and safe workplace
CCM Vision
– To remain an industry leader through continuous improvement
and share our innovations with others
CCM Strategy
-Our mission and vision will be pursued in a relentless,
programmatic manner by all levels of the department to
improve quality and eliminate waste.
CCM Balanced Scorecard
Measuring Success
Financial Perspective
• Achieve budgeted operating margin of
-$XXX, XXX
Customer Perspective
• Reduce level of dissatisfaction (= “Occasionally”
+ “Often” + “Always”) to < XX% for animal
pen/cage conditions and management (2008
Survey Results-Categories B & C) as determined
by follow-up survey to be completed in Q4.
Operational Perspective
• Decrease total CCM citations to
< 5 major and
< 15 minor findings averaged over both semiannual inspection cycles.
• Improve overall operability (function and
acceptable quality) of sanitation equipment to
97%.
Innovation & Learning Perspective
• All RAS hired or promoted < XX/XX/XX
complete approved training and competency in
basic technical knowledge and skills for their
facility’s species.
• Determine dissatisfaction level, via survey, of at
least 80% of CCM staff by end of Q3.
Make Progress Visible
Lean Management Model
(Launched in 2005)
• PHILOSOPHY: Long-Term Picture
• Relentless reflection & continuous
improvement
• PEOPLE & PARTNERS: Team
Empowerment; Expand partnerships
• PROCESS: Standardizationa & Eliminate
Waste
• PROBLEM-SOLVING: PDCA
• Problem Identification through analysis
• Problem Solving by consensus, considering
multiple options
• Document Plan (A3 Process) with
measurable goals
Voice of the Customer
• Customer-Focused
Culture; “How can I help
you?”
36%
Always
23%
17%
13%
Often
Research
Support
Services
Veterinary Care
Cage/Pen
Management
6%
Cage/Pen
Special
Husbandry
– Agenda includes updates
on Continuous
Improvement initiatives
– “Open Mike” for what else
needs improvement from
customer’s perspective
45%
Husbandry/Care
• Monthly User Group
meetings
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Cage/Pen
Conditions
• Customer Dissatisfaction
Surveys 2008, 2009,
2014 (planned)
4. Please rate the frequency and quality of CARE(HUSBANDRY)
of your animals based on the following statement below. I am
DISSATISFIED with the level and quality of:
Occasionally
Inclusive Partnering
–“We empower this team to follow the process of
Kaizen and support the decisions that are made by
the team”
–
- Steve Niemi & Donna Jarrell
Problem Statement: The current process for research
staff to acquire access to CCM facilities takes too long, involves
shared responsibility between several MGH departments and is
not transparent to the customer, particularly expected timelines.
Objective:
•
•
•
Decrease lead time from Orientation to Facility Access by 50%;
Decrease # times/place information is processed (consolidation)
Develop stepwise process (with deadlines) to assure clear steps
that are transparent to the customer
•
•
•
•
•
•
•
•
Sanon Lezeau: Thier RAS Lead
Donna Cooper: Health Affairs Coordinator
Sheena Campbell: Edwards 6 Team
Michelle Lombardi: Administrative
Services
Julia Becerra (FM): Team Captain
Robin Minkel – IACUC Representative
John Hughes: Police & Security
John Rizzo– Lean Boosting Consultant
Celebrate Success
Achievement
&
Recognition
= Great
Motivators
Education:
My Management Library Today
www.virtualvivarium.com
Vivarium Operational
Excellence Network
–Mission:
–“The Vivarium Operational
–Excellence Network’s mission is to
–promote and exchange innovative
–methods and knowledge for
–managing laboratory animal
•Best Practices Sharing
•Peer-to-peer Mentoring
•Training Opportunities
–programs around the world”
•Excellence Recognition
•Site Visits
–Founded Program Affiliations:
•www.voenetwork.com
•More information: [email protected]
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