HCS Transition Management support during automation installation Siemens Academy Day 21st April 2016

Transcription

1 HCS Transition Management support during automation installation Siemens Academy Day 21st April 2016 Margaret Pope LD PPM HCS

2 Page 2 Page 2

3 Project Management Page 3 Page 3

4 HCS Engagements Validate the proposal Delivery of concepts Validate the outcome Upgrade consultation 6 Sigma Simulating the future state Conceptualising the future state Understanding the current state Improved process Change management Rapid improvement events Healthcheck Rapid improvement events Change consultation Process management meeting Wider ranging consulting Page 4 Pre-tender Tender Award Implementation Go-Live Procurement Transition Steady state

5 Transition Management (TM) Process Team selection Review Implement process changes Managed transition Define process changes Current state Desired future state Page 5

6 TM Transition Team Transition team Executive Sponsor Siemens HCS Team Core Lab Transition Team Page 6

7 TM - Current State Transition team Understand the current processes Collect data for pre/post comparisons Highlight red flags that will hinder the implementation of our solution and other process improvement opportunities Page 7

8 TM - Future State Working with the Customer and the Siemens Installation Project Team: Identify the different phases of the installation Collect the information to enable the IT set up and the routing on automation this will define track behaviour for specific sample scenarios Page 8

9 TM - Future State Page 9

10 TM Define Process Changes Process changes need to be identified for the different project phases Create version 1 process maps for all phases Communicate the new processes to Lab staff and invite feedback Be sure to include any additional topics that have been pre-agreed Page 10

11 5S Presentations Space is at a premium In preparation for stand alone phase, new area must be cleared Specimen Reception and analytical areas must also be cleared in preparation for move When each area moves they must only take items that are absolutely necessary Cold room items may need to be relocated have other storage areas been identified? If so are they organised in preparation for the additional items Ambient storage areas also need to be de-cluttered TIME FOR A GOOD RUTHLESS CLEAR OUT! Page 11

12 Pilot the Process Page 12

13 TM Implement Process Changes Transition team Once new processes have been agreed by all process owners, they are implemented as each of the project phases commences Page 13

14 IMPROVEMENT TOOLS ANALYSIS TECHNIQUES TM - Review MANAGE THE INPUTS MAINTAIN THE PROCESS & RESOLVE ABNORMAL CONDITIONS MEASURE THE OUTPUTS MANPOWER MATERIAL MACHINE PROCESS (METHOD) QUALITY COST DELIVERY Page 14 IDENTIFY OPPORTUNITY TO IMPROVE PROCESS

15 White tub (non urgent) All samples with Centaur tests labelled with Green band barcode Load on to RIM or IOM Unload IOM Samples dwell for 1 hour Sample tracked Outstanding tests No Samples into storage Non order comms Routine or Urgent Label and Book in SPF Rack sample in appropriate racks Into Aptio racks Separating room Load on to IOM Priority lane Yes Samples returned to IOM Initial Sort Front hatch Urgent tub Put at front of FIFO table CoAg Centrifuge CoAg Samples Separating room Coagulation samples routine CoAg tray Load IL Coag Unload IL Coag Moved to Haem tracking station Additional tests/esr/film no Sample tracked GP into Haem/chem buckets FIFO lane Loaded by Haem ESR only rack In to Paediatrics box in Haematology Load ESR Unload ESR no Urine requests only to sluice room CoAg on to bench in CoAg area Haematology Into 2120 racks Unload 2120 Sample returned for further action Outstanding tests Load 2120 CoAg Manual Taken to manual area first 2120 racks FBC Urgent requests Label and Book in SPF Chem Separating room Centrifuged In to 12 position Aptio rack Red dot on Chemistry tubes, U on lid of heamatology 20 th September 2012 Version 1.6 Siemens HCS Lee Coppin Continuous Review and Improvement Initial Sort Front hatch Standalone phase 17 th September 21 st September Initial Sort Front hatch Standalone phase 17 th September 21 st September Initial Sort Front hatch Standalone phase 17 th September 21 st September Blood Sciences Phase 2 automation go-live Advia 2400 and Centaur automation 8 th October 2012 Non order comms Routine or Urgent GP into Heam/chem buckets Urgent requests Non order comms Routine or Urgent GP into Haem/chem buckets Urgent requests Non order comms Routine or Urgent GP into Haem/chem buckets Urine requests only to sluice room Urgent requests Specimen Reception Pre- Analytical Put in white tub (non urgent) All samples with Centaur tests labelled with Green band barcode Put in urgent tub Put at front of FIFO table Label and Booking in SPF Centrifuged Chemistry Centrifuge Coag De- cap samples (Pluggo) FIFO lane Haematology In to 2120 racks 2120 racks no Label and booking in SPF Centrifuge Centrifuged Samples into Advia racks Specimen Reception Pre- Analytical White tub (non urgent) All samples with Centaur tests labelled with Green band barcode Urgent tub Put at front of FIFO table Label and Book in SPF Centrifuge Chemistry & Coag De - cap samples (Pluggo) FIFO lane Label and Book in SPF 2120 racks no Centrifuge Centrifuged Samples into Advia racks Specimen Reception Pre- Analytical White tub (non urgent) All samples with Centaur tests labelled with Green band barcode Urgent tub Put at front of FIFO table Label and Book in SPF Centrifuge Chemistry & Coag De - cap samples (Pluggo) FIFO lane 2120 racks no Label and Book in SPF Centrifuge Centrifuged Samples into transport racks Red dot on all tubes Specimen Reception Pre- Analytical Chemistry samples into advia racks Coagulation samples into IL racks Chemistry samples into Advia racks Coagulation samples into IL racks ESR Rack Haematology Into 2120 racks Chemistry samples into Advia racks Coagulation samples into IL racks ESR only rack Haematology Into 2120 racks load samples into Centaur racks load samples into Centaur racks To designated urgent Advia 2400 Analytical Load Advia Unload Advia load samples into Centaur racks Load Centaur Load IL Coag Unload IL Coag Load 2120 Unload 2120 Analytical Load Advia 2400 Unload Advia 2400 Load Centaur Unload Centaur Load IL Coag Unload IL Coag Load ESR Unload ESR Load 2120 Unload 2120 Analytical Load Advia 2400 Unload Advia 2400 Load Centaur Unload Centaur Load IL Coag Unload IL Coag Load ESR Unload ESR Load 2120 Unload 2120 Analytical Centaur Tests Unload Centaur Centaur Tests Centaur Tests Automated Lab Post Analytical no Move to tacking station Outstanding tests No PVT for sealing Samples tracked on Centralink / Masterlab Samples returned for analyses Moved to Heam tracking Additional tests/film no Sample tracked no Sample returned for further action Outstanding tests Automated Lab Post Analytical no Move to Chem tracking station Outstanding tests No PVT for sealing Sample tracked Samples returned for analyses Moved to Haem tracking station Additional tests/film no Sample tracked no Sample returned for further action Outstanding tests Automated Lab Post Analytical no PVT for sealing Sample tracked Outstanding tests Yes Samples returned for analyses Moved to Haem tracking station Additional tests/esr/film no Sample tracked no Sample returned for further action Outstanding tests Automated Lab Post Analytical No Samples into storage Samples into storage Samples into storage 31 st August Version 1.1a Siemens HCS Lee Coppin 10 th September 2012 Version 1.2 Siemens HCS Margaret Pope 10 th September 2012 Version 1.3 Siemens HCS Lee Coppin V1.1 V1.2 V1.3 V2.0 Page 15

16 TM Embedding the Process Page 16

17 TM Communication Page 17

18 TM Road to the Future State Phase 1 Current state Future state Cold Room Microscopy/ Morphology Standalone phase Air Tube Stations Page 18

19 HCS Activities Standalone Phase Practical HCS Support HCS on-site during soft go live week to iron out any sample flow issues during standalone phase testing HCS included in any staff orientation sessions walking the new process HCS staff on-site during Standalone go-live to help with sample routing and to make any changes to process maps etc HCS team Page 19

20 Standalone Routing Process Page 20

21 Focus on Specimen Reception Define the new process utilising Single Piece Flow where appropriate Running pilots with all lab staff Communicating and Training on the process Calculate the number of workstations required by hour of day based on LIS data and observed deliveries Design the Specimen Reception layout Calculate the Specimen Reception staffing required by hour of day Standardise the workstation set up Identify items needed to complete the workstation function Calculate space requirements Routing of priority and non routine workflows Identify sample workflows Identify analytical and automation requirements Design process Page 21

22 Project Success Factors Leadership provides guidance and governance Project Management gives structure to the technical side of the change Change Management supports the people side of the change Current State Transition State Desired State Page 22

23 ADKAR Change Management Model Overview Awareness Of the need to change Of the nature of the change Reinforcement To sustain the change To build culture and competence around the change Desire To support the change To participate and engage Ability To implement the change To demonstrate performance Knowledge On how to change On how to implement new skills and behaviors Page 23 ADKAR and Awareness Desire Knowledge are registered trademarks of Prosci, Inc. All rights are reserved.

24 Kotter s 8 Step Process for Leading Change 4. Communicate the vision 3. Create a vision 2. Form a powerful coalition 7. Consolidate & produce still more change 6. Plan for and create shortterm wins 1. Establish a sense of urgency 5. Empower others to act on the vision 8. Institutionalize new approaches Current State Transition State Desired State Page 24 Adapted from John Kotter: Leading Change Why Transformation Efforts Fail Harvard Business Review

25 Process Tools Resources Healthcare Consultant s Role in Change Management Siemens Customer Own the vision Drive culture Own plan Siemens Healthcare Consultant Desired State Educate Create plan Execute Monitor Change Management models Change Management guide Experience Best Practices Team network Page 25

26 TM - Benefits to the Customer Customer realises the amount of resource that needs assigned to the More transparency to overall project project Opportunity to pull staff through the change curve Less stressful change On site HCS presence allows responsive change as events occur Page 26

27 Margaret Pope LD PPM HCS