Change Management Theory into Practice for Automation Laboratories Online Training

Upon successful completion of this course, you will be able to: Recall Kotter’s Eight Step Change Management model for successful change Describe the process of applying Change Management Theory in an Automation Laboratory Change Change Management in an Automation Laboratory The change is happening now…. New floor plans displayed with automation   Project timelines and Gant charts   Internal survey – Readiness for change …and this is WHY Internal performance gaps– turnaround time, service levels, capacity, staff shortages, customer satisfaction   External – medical, economic and industry regulations, trends Turnaround Time Who are the leaders? Who sees the benefits of the change? Representatives from every part of the laboratory and workflow including: Management Core Lab Technologists and Assistants Specimen Processing/Phlebotomy Clinical/Medical The change is not about the technology, the change is about what the technology can enable the laboratory and staff to accomplish.   GOAL Important Announcement: We are going to be implementing a new automation track on February 1st! X Why? An Example of Getting the Vision Right The PRHC laboratory seeks to leverage advanced, automated technology to effectively and efficiently improve client satisfaction by decreasing turn-around-times while simultaneously improving staff satisfaction through reducing redundant, non-value adding activities thus enabling staff to utilize their expertise.   ON TRACK — Optimize staff & equipment Newsworthy implementation of progressive technology to benefit our community Technology making us a regional leader in automation & increasing capacity Responsive to the needs of our staff Accountable to all of our stakeholders Client satisfaction is important to us Knowledge-based environment utilizing the expertise of our staff What will we be able to achieve once the change has happened? Consistent Turn Around Time (TAT), Reduction in TAT   Improved Staff Satisfaction and Engagement   Maintain the same level of service for physicians and patients with an continually increasing workload   Capacity for additional regional consolidation work   Providing a high level of service to the new ER and Cancer Clinic What does the future state look like?   Communicate Vision AND Project Progress   Within the lab: Daily huddles/weekly updates/lunch & learns   Communications corner (project plan, 3d photos of automation track, progress reports, computer with education modules, survey results) Within the hospital/healthcare facility: Present to the Board of Directors   Present at Grand Rounds/ER meetings   Information on Website & Cafeteria TV Remove Barriers: Empower staff to take ownership   Education modules – PEP online training, on-site sessions, classroom training   Automation management training   Map and pilot new process – sample & data flows   Define new roles/new ways of working that will be provided by the automation implementation Define New Roles/New Way of Working Non-technical Personnel Non-technical Personnel Technical Personnel   Technical Personnel   Sample Reception and Processing Maintenance (Daily/Weekly/Monthly) Technologist Operators Automation Manager Loading Input Modules Unloading Output Modules Automation module maintenance Analyzer maintenance Quality control, calibration, and reagent supply Result management Manages system workflow Manages system modules Manages instrument modules Manages test activation Troubleshoots system issues Project milestones Installation, go-live dates, training complete   Recognize individual  & team contributions Informally at huddles/meetings, formally with performance reviews   Improvement in performance & metrics TAT, staff satisfaction, service levels to patients PDCA Cycle PLAN DO CHECK ACT Implementing and Sustaining the Change PDCA cycles – Plan Do Check Act – for Continuous Improvement Cycle 1 - Implementing analyzers and middleware Cycle 2 - Implementing automation Cycle 3- Implementing Autoverification Cycle 4 - Implementing mobile phlebotomy/positive patient identification   Siemens HCS Healthchecks – data and process review to assess outcomes at each phase and plan for the next change Sustainable change happens when the new way of doing things replaces the old traditions Language and behavior embedded in daily work   New Policy and Procedure Manuals   Remove outdated manuals, documentation    Reinforce new process & technology New Way of Working Siemens Healthcare Consulting Solutions Change Management Guide Download a copy of the Siemens HCS Change Management Guide. Projects meet objectives Projects finish on time and on budget Return on investment (ROI) realized Leadership/Sponsorship   Change Management   Project Management   Change Management Plan – Impacts Project  Outcomes Predictability of  project completion   On time and on budget with clear goals Workflow changes necessary for optimal technology   Communication throughout the project Objectives for new technology implementation realized quickly   Optimized training sessions – process and technology Build skills and process for continuing change   Continuous improvement   Successful and sustainable change Congratulations. You have completed the Change Management Theory into Practice for Automation Laboratories Online Training course. Let's take some time to review the key points covered in this training. Create a Climate for Change Engage and Enable Implement and Sustain 1 2 3 4 5 6 7 8 Create a sense of urgency Build a guiding team Create a vision Communicate the vision Plan for and create short-term wins Empower others to act on the vision Don't let up: Continue to completion Make it stick: Sustain the gains Step One – Increase Urgency   The change is happening now….  New floor plans displayed with automation Project timelines and Gant charts Internal survey – Readiness for change …and this is WHY Internal performance gaps– turnaround time, service levels, capacity, staff shortages, customer satisfaction External – medical, economic and industry regulations, trends Step 2 – Building the Guiding Team   Who are the leaders? Who sees the benefits of the change? Representatives from every part of the laboratory and workflow including: Management Core Lab Technologists and Assistants Specimen Processing/Phlebotomy Clinical/Medical staff Step 3 – Get the Vision Right What does the future state look like?  What will we be able to achieve once the change has happened? Consistent TAT, Reduction in TAT Improved Staff Satisfaction and Engagement Maintain the same level of service for physicians and patients with an continually increasing workload Capacity for additional regional consolidation work Providing a high level of service to the new ER and Cancer Clinic Step 4 – Communicate for Buy-in Within the lab: Daily huddles/weekly updates/lunch & learns Communications corner  Within the hospital/healthcare facility: Present to the Board of Directors Present at Grand Rounds/ER meetings Information on Website & Cafeteria TV Step 5 – Enable Action Remove Barriers: Empower staff to take ownership Education modules – PEP online training, on-site sessions, classroom training Automation management training Map and pilot new process – sample & data flows Define new roles/new ways of working that will be provided by the automation implementation Step 6 – Create and Celebrate Short Term Wins Project milestones Installation, go-live dates, training complete   Recognize individual  & team contributions Informally at huddles/meetings, formally with performance reviews   Improvement in performance & metrics TAT, staff satisfaction, service levels to patients PDCA Cycle Step 7 – Don’t let up! Implementing and Sustaining the Change PDCA cycles – Plan Do Check Act – for Continuous Improvement Cycle 1 - Implementing analyzers and middleware Cycle 2 - Implementing automation Cycle 3 - Implementing Autoverification Cycle 4 - Implementing mobile phlebotomy/positive patient identification Step 8 – Make it Stick!  Sustainable change happens when the new way of doing things replaces the old traditions Language and behavior embedded in daily work New Policy and Procedure Manuals Remove outdated manuals, documentation  Reinforce new process & technology New Way of Working Project Management Change Management Leadership/Sponsorship Projects meet objectives Projects finish on time and on budget Return on investment (ROI) realized Turnaround Time Create a Climate for Change   Engage and Enable   Implement and Sustain   Create a Climate for Change Engage and Enable Implement and Sustain Create a sense of urgency   Build a guiding team   Create a vision   Communicate the vision   Plan for and create short-term wins   Empower others to act on the vision   Don’t let up  – continue to completion   Make it stick – sustain the gains   1 2 3 4 5 6 7 8 Kotter, J. 1996. Leading Change. Harvard Business School Press.   Kotter, J. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review.   Kotter, J and Rathgeber, H. 2005. Our Iceberg is Melting. St  Martin’s Press.   Kotter, J. 2012. Accelerate. Harvard Business Review.   Campbell, R.J. 2008. Change Management in Health Care. The Health Care Manager. Volume 27, No 1. pp 23-39. https://www.kotterinc.com Please note that the learning material is for training purposes only! Certain products, product related claims or functionalities (hereinafter collectively “Functionality”) may not (yet) be available in your country. Due to regulatory requirements, the future availability of said Functionalities in any specific country is not guaranteed. Please contact your local Siemens Healthineers sales representative for the most current information. The reproduction, transmission or distribution of this training or its contents is not permitted without express written authority. Offenders will be liable for damages. All names and data of patients, parameters and configuration dependent designations are fictional and examples only. All rights, including rights created by patent grant or registration of a utility model or design, are reserved.   Copyright © Siemens Healthcare GmbH 2019   Please proceed to taking the course assessment.