ge healthcare case study at the european lean it summit

Copyright © Institut Lean France 2012

22 & 23 November, 2012Paris, France

Change management methodology and practice, experiences from a large

multinational organization.

Nelson Batista, CIO GE Transportation Signaling

Oscar Perez Prieto, Lean Leader GE Healthcare


Let’s try something new…


1. About GE and GE Healthcare

2. A change management model.

3. Experience 1, New approach to service delivery –

Legacy replacement.

4. Experience 2, Site readiness process improvement.

5. Experience 3, a traditional CRM deployment.

6. Conclusions

Agenda


– A heritage of innovation

Founded by Thomas Edison in 1878

Only company from the original 1896 Dow Jones index still listed today

300,000+ employees world-wide

$142 billion revenue in 2011 (excl. NBCU).

About GE


$17B global business unit of GE

50,000 employees worldwide

$1B+/year in R&D investment

Core strengths in bio-sciences, technology, business

•100% of all changes evaluated as “Successful”

had a good technical solution or approach

•Over 98% of all changes evaluated as

“Unsuccessful” also had a good technical solution or

approach

•What is the differentiating factor

between success and failure?


Change Acceleration Process (CAP)TM


Creating a Shared Need

CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE

Leading ChangeLeading Change

Systems and StructuresSystems and Structures

Monitoring ProgressMonitoring Progress

Mobilizing CommitmentMobilizing Commitment

Shaping a VisionShaping a Vision


Making Change LastMaking Change Last


What we are aiming for:GE Healthcare Customer Experience

Creating a shared need


Shaping a Vision






Shaping a Vision

Creating a Shared NeedCreating a Shared Need



1. Remote contact …

2. End to end job management …

3. Pro-active services …

4. Customer focus …

5. Differentiate delivery …

Lean Service Delivery

Protecta Harmony Serenity

Assess Jobs type (Corr, Apps, Admin …)

Select HUB (modality &availability)

Capture problem description

Remote Diagnosis / Fix / Debrief

Check FE availability

Book FE slot / place Cust. appointment

Update Customer on job progress

Part ordering

Job Debrief

Final report to Customer

Field EngineerField Engineer

FEFE

Onsite visit / corrective action

Serv CtrServ Ctr

Jobs technical prioritization

ROLEROLE

Serv CtrServ Ctr

Serv CtrServ Ctr

SCtrSCtr



Serv CtrServ CtrServ CtrServ Ctr

Job initialization / Contract entitlement

FEFESCtrSCtr

SCtrSCtr ROLEROLE

NobodyNobody


FEFE

SCtrWelcome DeskSCtrWelcome Desk

RSLRSL

Serv CtrServ Ctr

Serv CtrServ Ctr

SCSC





Closed loop to Customer (happy?) NobodyNobody

RSLor

ROLE

Shaping a vision






Mobilizing Commitment






Peace of Mind branding

Mobilizing commitment

Polos to all FEs

Brochures

« Zen » visuals


Making Change Last








Making Change Last


Field Engineer Golden rules

DOC0281211.Rev:1 - Page 11/11

FMI Golden Rules

FMI Control

Metrics:

# FMI debrief not complete (completion code not 1 to 5, missing FMI, Model or serial #)

PM/FMI Accurate and complete debrief are key to prove compliance

Respond Remote Dispatch Prepare Onsite Close

Detect

Prepare according to Golden Rules

When assigned, read documentation Prerequisitechapter to verify if specific tools needed

Before going on site: verify you have documentation, tools, kits

Debrief same day & accurately on all SR related to the FMI : - Completion code - FMI # - Model # or Serial #

If completion code 4 (FMI not implemented due to customer): get customer written consent

Debrief travel on FMI job

Escalate if any issue (Escalate Golden Rules)

Communicate status of FMI to SC at end of day (debrief or reschedule)

PM Golden Rules

PM ControlMetrics:

PM Time debriefed vs. defined standard


Verify that PM check list is the last validated version

Make sure you go through the relevant PM check lists and apply all the quality & EHS procedures

Archive proof of PM execution on site logbook (check list, measurements, used tools, test results)

Debrief same day

If system failure detected: open corrective job with Svc Center and debrief only PM labor on PM job

DOC0281211.Rev:1 - Page 11/11

FMI Golden Rules

FMI Control

Metrics:

# FMI debrief not complete (completion code not 1 to 5, missing FMI, Model or serial #)

PM/FMI Accurate and complete debrief are key to prove compliance


Detect


When assigned, read documentation Prerequisitechapter to verify if specific tools needed

Before going on site: verify you have documentation, tools, kits

Debrief same day & accurately on all SR related to the FMI : - Completion code - FMI # - Model # or Serial #

If completion code 4 (FMI not implemented due to customer): get customer written consent

Debrief travel on FMI job

Escalate if any issue (Escalate Golden Rules)

Communicate status of FMI to SC at end of day (debrief or reschedule)

PM Golden Rules

PM ControlMetrics:

PM Time debriefed vs. defined standard


Verify that PM check list is the last validated version

Make sure you go through the relevant PM check lists and apply all the quality & EHS procedures

Archive proof of PM execution on site logbook (check list, measurements, used tools, test results)

Debrief same day

If system failure detected: open corrective job with Svc Center and debrief only PM labor on PM job

DOC0281211.Rev:1 - Page 10/11

COM-MUNICATE

Regular feedback to Customer and Service CenterBetter give bad news than no news

1. Call back in time defined by job priority. Debrief after remote assist

2. Give an update after each intervention on site, even if no progress was made. Use Leave behind cards only if you don’t see the customer

3. Make sure customer & Service center know what the status & plan are at the end of the day

4. If we promised an update, it is better doing it (even if no progress or bad news)

5. Close the job with customer, explain what has been done, agree together to leave site

+ Make sure to talk to appropriate person

+ Notify Service Center at each step

Golden Rules

Customerrequest

Technicalresponse

Debriefafter each

Intervention

End of daycheck

Hold« promises »

2

1

3 4

Formalclosure

5

1

2

3

4

5

Communication … Communication


Detect

Leavebehind cards

Process Overview

DOC0281211.Rev:1 - Page 10/11

COM-MUNICATE


1. Call back in time defined by job priority. Debrief after remote assist

2. Give an update after each intervention on site, even if no progress was made. Use Leave behind cards only if you don’t see the customer

3. Make sure customer & Service center know what the status & plan are at the end of the day

4. If we promised an update, it is better doing it (even if no progress or bad news)

5. Close the job with customer, explain what has been done, agree together to leave site

+ Make sure to talk to appropriate person

+ Notify Service Center at each step

Golden Rules

Customerrequest

Technicalresponse

Debriefafter each

Intervention

End of daycheck

Hold« promises »

2

1

3 4

Formalclosure

5

1

2

3

4

5

Communication … Communication


Detect

Leavebehind cards

Process Overview

DOC0281211.Rev:1 - Page 9/11

• One Issue = One Job

• Job can be closed ONLYif Customer is satisfied by the fix

• Proactively inquire about pending jobs

• Refer to CSO process with customer not completely satisfied by the solution (intermittent / complex / longer term issues)

• 3 key info for closure: SF + Job complete + Time sys. available

• For billing jobs (HBS) remember to ask for customer agreement on the SR (paper signature or email) …job closure means bill shipment!

• Close TEL fixed jobs!

CLOSE Close the job with the customer agreement

Golden Rules

Control

When job is completed, using FEMC (SnF) orFieldMust:

SF (seriousness of failure): use the pull down menu and select the appropriate SF coding

Select “Job completed” in FEMC or “Job end” Yes in FieldMust

Select the time when the system was back, up & running for your Customer (Time Sys. Available)

Metric:time to debrief

Close job with customer

FEMC (SnF) FieldMust


Detect

Process Overview

DOC0281211.Rev:1 - Page 9/11

• One Issue = One Job

• Job can be closed ONLYif Customer is satisfied by the fix

• Proactively inquire about pending jobs

• Refer to CSO process with customer not completely satisfied by the solution (intermittent / complex / longer term issues)

• 3 key info for closure: SF + Job complete + Time sys. available

• For billing jobs (HBS) remember to ask for customer agreement on the SR (paper signature or email) …job closure means bill shipment!

• Close TEL fixed jobs!

CLOSE Close the job with the customer agreement

Golden Rules

Control

When job is completed, using FEMC (SnF) orFieldMust:

SF (seriousness of failure): use the pull down menu and select the appropriate SF coding

Select “Job completed” in FEMC or “Job end” Yes in FieldMust

Select the time when the system was back, up & running for your Customer (Time Sys. Available)

Metric:time to debrief

Close job with customer

FEMC (SnF) FieldMust


Detect

Process Overview

DOC0281211.Rev:1 - Page 8/11

Part will NOT clear your inventory unless you declare it first !You can declare from both used and unused inventory, as well

as during debrief. The only exception is for a scrap/recycle part.

PARTS Order parts yourself & Return ALL parts with correct labeling & info within 5 working days

Golden Rules

Control

• Ordering parts: order yourself, SC will help you for 10 % of orders only

• Returnable parts:1. Input accurate data for declaration in FEMC

2. Fill in & Stick the Green or Red or Purple Seal (refer to Tip Card for proper packaging)

3.Stick Return Label & Include SSO Label

Metric: Consignment age (Unused & Used)

< 5

days

PART USED OR NOT USED

FE applies Return Rule depending on Part Type & Status

Pack Part

Attach Packing Slip(for GELS Countries)

orStick Return Label (for Oracle countries)

SHIP THE PART BACK TO LOCAL PARTS WAREHOUSE

Part is“GOOD TO STOCK”

Part is“DEFECTIVE”

Fill in & Sticka Red SEAL

Pack Part

Fill in & Stick2 Green FE RESEALS

orLeave GreenSupplier Seal

(if package not opened)

Part is “RECYCLING“

Pack Part



Fill in & Stick a Purple SEAL

!Use and return in less than 5 days

(except for intermittent issue)

PART RECEIVED


Detect

Process Overview

Order parts yourself

Declare return in FEMC Declare return in FEMC

DOC0281211.Rev:1 - Page 8/11

Part will NOT clear your inventory unless you declare it first !You can declare from both used and unused inventory, as well

as during debrief. The only exception is for a scrap/recycle part.

PARTS Order parts yourself & Return ALL parts with correct labeling & info within 5 working days

Golden Rules

Control

• Ordering parts: order yourself, SC will help you for 10 % of orders only

• Returnable parts:1. Input accurate data for declaration in FEMC

2. Fill in & Stick the Green or Red or Purple Seal (refer to Tip Card for proper packaging)

3.Stick Return Label & Include SSO Label

Metric: Consignment age (Unused & Used)

< 5

days

PART USED OR NOT USED

FE applies Return Rule depending on Part Type & Status

Pack Part



SHIP THE PART BACK TO LOCAL PARTS WAREHOUSE

Part is“GOOD TO STOCK”

Part is“DEFECTIVE”

Fill in & Sticka Red SEAL

Pack Part

Fill in & Stick2 Green FE RESEALS

orLeave GreenSupplier Seal

(if package not opened)

Part is “RECYCLING“

Pack Part



Fill in & Stick a Purple SEAL

!Use and return in less than 5 days

(except for intermittent issue)

PART RECEIVED


Detect

Process Overview

Order parts yourself

Declare return in FEMC Declare return in FEMC

DOC0281211.Rev:1 - Page 7/11 Metric : Time to debrief (on all SR)

Debrief all support: phone and on site

P1 : Create SR before leaving customer site & Upload Service Record to MUST same day

P2, P3, P4 : create SR and upload to MUSTsame week• Key Service Record fields to be accurate:

• Debrief on correct GP component code (tube, magn, gene..)

• Seriousness of Failure (SF) / Failure code

• Time System available (back to the customer)

• “Job” date = Visit date, Worked hours

• Debrief parts used

Make best use of eSignature (when applicable)

Debrief with customer: when not available, use Leave Behind Cards

SF code is the “status” when FE arrives on site

At end of visit, call SC for update on job status

Warning for billing Job: correct debrief = right payment

Final validation of the complaint criteria

Golden Rules

Control

Pre-requisite: synchronize with MUST on a regular basis

4. Update the Logbook, email/ fax signed SR

2. Debrief SR

3. Print SR and get signature if needed

Debrief with customer

MUST&

GELS

1. End of visit

Sam

e da

y !

P1 : Accurate debrief, same day5. Upload debrief info into MUST

DEBRIEF Debrief with customer/SC right after interventionDebrief accurately P1 same day, other same week


Detect

Leavebehind cards

Process Overview

DOC0281211.Rev:1 - Page 7/11 Metric : Time to debrief (on all SR)

Debrief all support: phone and on site

P1 : Create SR before leaving customer site & Upload Service Record to MUST same day

P2, P3, P4 : create SR and upload to MUSTsame week• Key Service Record fields to be accurate:

• Debrief on correct GP component code (tube, magn, gene..)

• Seriousness of Failure (SF) / Failure code

• Time System available (back to the customer)

• “Job” date = Visit date, Worked hours

• Debrief parts used

Make best use of eSignature (when applicable)

Debrief with customer: when not available, use Leave Behind Cards

SF code is the “status” when FE arrives on site

At end of visit, call SC for update on job status

Warning for billing Job: correct debrief = right payment

Final validation of the complaint criteria

Golden Rules

Control

Pre-requisite: synchronize with MUST on a regular basis

4. Update the Logbook, email/ fax signed SR

2. Debrief SR

3. Print SR and get signature if needed

Debrief with customer

MUST&

GELS

1. End of visit

Sam

e da

y !

P1 : Accurate debrief, same day5. Upload debrief info into MUST

DEBRIEF Debrief with customer/SC right after interventionDebrief accurately P1 same day, other same week


Detect

Leavebehind cards

Process Overview

DOC0281211.Rev:1 - Page 6/11

Golden Rules

For Seriousness Failure 1 or 2, CSO shall be opened if :• Root cause not identified by end of the 1st day • The system not fixed by end of 2nd day• A part is ordered AND

• promised date > requested date + 24hrs • part in backorder without promised date by end of 1st day

For un-resolved jobs Seriousness Failure 3, contact CCPL

Escalate Safety and product quality issues within 24 hours

ESCALATE:ESCALATE If in doubt, escalate to appropriate personRespond Remote Dispatch Prepare Onsite Close

Detect

Escalation matrix

Service Center

Logistics (local)

ZSMTS or RSE

OLC BUC

MLEHS leader

or champion

Complaint Handling Unit (coming soon)

EHS issue2 1 1

laptop / applications

Helpdesk

Product safety issue1 1

system doc/ tools

My Svc Tools Gateway

Compliant issue 2Availability & appointment issue 1 if partsCustomer complaint 2Technical issue / 2nd opinion 1 2 3Systems / tools 2 3Quote challenged by customer 1 3 2

1 First point of escalation 3 Third point of escalation2 Second point of escalation

MORE HELP :

Ask for your country specific

CSO : Prior to opening • If technical issue, FE has to call TSE/RSE or OLE• If parts availability issue, FE has to call RLL

DOC0281211.Rev:1 - Page 6/11

Golden Rules

For Seriousness Failure 1 or 2, CSO shall be opened if :• Root cause not identified by end of the 1st day • The system not fixed by end of 2nd day• A part is ordered AND

• promised date > requested date + 24hrs • part in backorder without promised date by end of 1st day

For un-resolved jobs Seriousness Failure 3, contact CCPL

Escalate Safety and product quality issues within 24 hours

ESCALATE:ESCALATE If in doubt, escalate to appropriate personRespond Remote Dispatch Prepare Onsite Close

Detect

Escalation matrix

Service Center

Logistics (local)

ZSMTS or RSE

OLC BUC

MLEHS leader

or champion

Complaint Handling Unit (coming soon)

EHS issue2 1 1

laptop / applications

Helpdesk

Product safety issue1 1

system doc/ tools

My Svc Tools Gateway

Compliant issue 2Availability & appointment issue 1 if partsCustomer complaint 2Technical issue / 2nd opinion 1 2 3Systems / tools 2 3Quote challenged by customer 1 3 2

1 First point of escalation 3 Third point of escalation2 Second point of escalation

MORE HELP :

Ask for your country specific

CSO : Prior to opening • If technical issue, FE has to call TSE/RSE or OLE• If parts availability issue, FE has to call RLL

DOC0281211.Rev:1 - Page 5/11

Golden Rules

When assigned: Escalate to service center if appointment

issue

Get relevant technical info from available resources (connect FEMC RT, use ISD)

Check system availability was confirmed by customer

Verify required parts & tools were ordered

Before going on site: Check no additional technical info received

Check all parts & tools have been shipped / received / get POD (Proof of Delivery)

Get a POD if part has arrived

If part or tool issue: escalate to logistics

If system availability issue: escalate to Svc Center

PREPAREPre-visit checklist: setup for successCheck for parts, tools & system readiness


Detect

When assigned:

q Get relevant tech nical infoq Check system

availability was agreed with customerq Verify required parts & tools were ordered

When assigned:

q Get relevant tech nical infoq Check system

availability was agreed with customerq Verify required parts & tools were ordered

Before going on site:

q Check no additional technical info received

q Check all parts & tools have be en shipped / receive d

Get relevant technical info

Check system availability agreed with customer

Verify Parts & Tools ordered

Check for additionaltechnical info

Check Parts & Tools shipped / arrived / get POD

Whenassigned

to job

Beforegoing on

site

Escalate to service centerif appointment issue

Process Overview

ConnectFEMC

DOC0281211.Rev:1 - Page 5/11

Golden Rules

When assigned: Escalate to service center if appointment

issue

Get relevant technical info from available resources (connect FEMC RT, use ISD)

Check system availability was confirmed by customer

Verify required parts & tools were ordered

Before going on site: Check no additional technical info received

Check all parts & tools have been shipped / received / get POD (Proof of Delivery)

Get a POD if part has arrived

If part or tool issue: escalate to logistics

If system availability issue: escalate to Svc Center

PREPAREPre-visit checklist: setup for successCheck for parts, tools & system readiness


Detect

When a ssign ed :

q Get relevant technical infoq Check system

availability was agreed with cu stomerq Verify required parts & tools were ordered

When a ssign ed :

q Get relevant technical infoq Check system

availability was agreed with cu stomerq Verify required parts & tools were ordered

Before going on site:

q Check no additional technical info received

q Check all parts & tools have been shipped / receive d

Get relevant technical info

Check system availability agreed with customer

Verify Parts & Tools ordered

Check for additionaltechnical info

Check Parts & Tools shipped / arrived / get POD

Whenassigned

to job

Beforegoing on

site

Escalate to service centerif appointment issue

Process Overview

ConnectFEMC

DOC0281211.Rev:1 - Page 4/11

FOLLOWUP

One FE responsible for a job at a time Drive job closure, proper hand-over

Golden Rules

Call Back the Customer or take it live


Book FE slot / Place Cust. Appt.

Part ordering

Job Debrief

Final report/follow-up with Customer

Remote EngineerRemote Engineer

Field Engineer 1Field Engineer 1Onsite visit / corrective action

Remote Diagnosis / Fix

Debrief of remote activity + Reactivat ion

Escalation / CSO / Customer reporting

Field Engineer 2Field Engineer 2

Service CenterService Center


Rem

ote

wor

k

Make sure you are the only person responsible for a job at a time

Responsibility of a job means managing the customer and drive execution until:

Job is closed

Job is handed-over properly to HUB or another FE

Hand-over golden rules : Direct conversation with HUB or other FE Information to be passed:

Initial Customer issue & Symptoms Job priority Current system state Customer temperature / contacts Diagnosis and / or Recommendations Part ID if applicable Documentation references

Hand-overs

OR

Wel

com

ing

On-

site

wor

kD

ispa

tch

J ob ownership and follow-up


Detect

Assess Jobs type (Corrective, App, Admin …)


Job creation / Contract ent itlement

Process Overview

DOC0281211.Rev:1 - Page 4/11

FOLLOWUP


Golden Rules

Call Back the Customer or take it live


Book FE slot / Place Cust. Appt.

Part ordering

Job Debrief

Final report/ follow-up with Customer

Remote EngineerRemote Engineer

Field Engineer 1Field Engineer 1Onsite visit / corrective action

Remote Diagnosis / Fix

Debrief of remote activity + Reactivation

Escalation / CSO / Customer reporting

Field Engineer 2Field Engineer 2



Rem

ote

wor

k

Make sure you are the only person responsible for a job at a time

Responsibility of a job means managing the customer and drive execution until:

Job is closed

Job is handed-over properly to HUB or another FE

Hand-over golden rules : Direct conversation with HUB or other FE Information to be passed:

Initial Customer issue & Symptoms Job priority Current system state Customer temperature / contacts Diagnosis and / or Recommendations Part ID if applicable Documentation references

Hand-overs

OR

Wel

com

ing

On-

site

wor

kD

ispa

tch

J ob ownership and follow-up

Respond Remote Dispatch Pr epare Onsite Close

Detect

Assess Jobs type (Corrective, App, Admin …)


Job creation / Contract entitlement

Process Overview

Making change last

DOC0281211.Rev:1 - Page 2/11

Order parts yourself & Return ALL parts with correct labeling & info within 5 working days after receiving it

FE Golden Rules

RESPOND

FOLLOW-UP

PARTS

ESCALATE

DEBRIEF

Make yourself available for customer callsTry to fix the issue remotely (phone / tools)

CLOSE

PREPARE

PM / FMI

COMMUNICATE


Pre-visit checklist: setup for successCheck for parts, tools & system readiness

If in doubt, escalate to appropriate person

Close the job with the customer agreement


Accurate and complete debrief are key to prove compliance

Debrief with customer/SC right after interventionDebrief accurately P1 same day, other same week

DOC0281211.Rev:1 - Page 2/11

Order parts yourself & Return ALL parts with correct labeling & info within 5 working days after receiving it

FE Golden Rules

RESPOND

FOLLOW-UP

PARTS

ESCALATE

DEBRIEF

Make yourself available for customer callsTry to fix the issue remotely (phone / tools)

CLOSE

PREPARE

PM / FMI

COMMUNICATE


Pre-visit checklist: setup for successCheck for parts, tools & system readiness

If in doubt, escalate to appropriate person

Close the job with the customer agreement


Accurate and complete debrief are key to prove compliance

Debrief with customer/SC right after interventionDebrief accurately P1 same day, other same week


Monitoring Progress




Monitoring Progress






Measure of performanceService Delivery Scorecard

AW CT

GDXR - M

AM

GDXR - RRF

ICS -

SURG

ICS -

VASC

IIS MR

MVS

NMPET RP

OVERALL

CE 75% 40% 68% 82% 59% 79% 47% 51% 93% 64% 83% 59%EE 100% 71% 80% 83% 0% 88% 58% 100% 100% 71%FBL 44% 51% 39% 21% 11% 55% 42% 58% 54% 34% 29% 39%IBERIA 32% 32% 33% 24% 19% 33% 53% 45% 41% 18% 71% 34%IIG 64% 47% 62% 45% 45% 60% 82% 51% 51% 52% 45% 50%MEACAT 50% 39% 31% 24% 23% 43% 60% 40% 45% 67% 100% 36%NNE 26% 38% 37% 30% 34% 58% 65% 57% 61% 40% 33% 42%EUROPE 46% 45% 44% 29% 25% 55% 54% 52% 55% 40% 51% 43%

View

Scope perEUROPE RegionRegion

PercentagePercentage

Metric 30' Call Back

Measure NANA

NANA

Up To DateUp To Date

Beta v0.9.0

FW52 2006

from 01/10/2006to 30/12/2006

Creat. Channel

Cust. Expect.

Fix type

Same Day Fix

Same Day Onsite

Onsite visits nb

Cust. Notif ication

Transfer

Job Type

AA

(All)(All)

CorrectiveCorrective

(All)(All)

(All)(All)

(All)(All)

(All)(All)

(All)(All)

(All)(All)

Contract / War.

Ser. of Failure

Creat. Reason

Call Back case

Remote Fix

Part used

30' Call Back

1st FE Onsite

First Time Fix

YesYes

1 & 21 & 2

(All)(All)

(All)(All)

(All)(All)

YesYes

(All)(All)

(All)(All)

(All)(All)

Pop NA Pop NA

Coloring

Jobs CLOSEDLong Term Dynamic

SD EMEA

0%

20%

40%

60%

80%

100%

Dec Jan Feb Mar Apr May Jun Jul Aug

30' Call Back Transfer Rate Remote Fix

Monitoring progress

Regions

Business segments

Example


Systems and Structures










Respond

Transferred to FE

Tech call

Checklist to move to next state

Prepare

Part ordered

Onsite

Cust confirmed Feedback

loop

Close

Detect

Visit completed

All tools re-released

Systems & structures



Un-ready sites was identified in 2011 as one the main causes for long

medical equipment installation lead times and customer dissatisfaction.

Site readiness process


Creating a shared need.

Change Management, Batista, Perez Prieto

What is in it for me?What is leadership saying/doing about it?


Shaping a Vision






Shaping a Vision



Opportunity time

Hey! Got to come to New Clinic,

negotiating a deal, Come do your

magic, we can go in

the MR room! Pierre

The right talent, in the right place at the right time

Cables?

SupportCentral Form ForwardedForm Name: Deviation RequestRequest ID: 662886442


Cap Profile

• Leading Change….is this initiative clearly communicated by our leaders?• Shared Need….why we need to work on site readiness?• Mobilizing commitment….how do we make sure get people “moving”?• Systems and Structures are in place to help us driving this project?

Functions

• Avoid risk of accident during civil works.

• Be prepared to receive audits from external organisms.

• Reduce working capital.

Why do we care about site readiness?

Example of message for management


Stakeholder analysis

What group of stakeholders is more critical?What influence effort should be done for each group?


Making Change Last








Making Change Last


Influence Strategy Action Plan

Key Stakeholders Groups, Individuals:

What WHO WHEN

Supply Chain Managers

• Cost KPIs in objectives,• Inventory in objectives

Manager XZY June

Operations • Recurring communication in Staff meetings.

Supply Chain VP May

Operations • Measure adoption rate Project leader June

What specific actions the team will take to influence each group/individual?


Monitoring Progress




Monitoring Progress






Site readiness process adoption by region


System and Structure - internalStaffing Acquiring/Placing Talent

Development Building Competence/Capability

Measures Tracking Performance

Rewards Recognizing/Rewarding Behaviors

Communication Sharing Information to Build/Sustain Momentum

Org. Design Organizing to Support the Change

IT Systems Leveraging IT Technology

Resource Allocation

Adjusting/Planning for Resources to Support the Change

Facilities Space/Location Orientation/Furnishings/Tools



Corporate decided to deploy a CRM solution to all business and regions.

A central team was created to implement this off-shelf solution later

customized to each region’s needs.

CAP applied to a traditional CRM deployment.


• Imagine this….

A traditional CRM deployment.


Presentation title- Speaker Name 45

• For twelve months…


46

Leading Change

Changing Systems and Structures



Shaping a Vision

Making Change Last

Monitoring Progress

Project started in ‘10 by ‘12…


• Change management is about people. Change management is about influencing

people.To influence someone you need to reach the

individual.

• What is stopping you form reaching the people you need to help adopt the change?

So, what to do?

47Change Management, Batista, Perez Prieto


Changing systems and structures

48

1st barrier: system is “difficult” to use.

It takes too much time to create a

quote.

There is no “one button quote”.

Back end process not in synch with quotation system.

Action

Action



Early results

49

But, so what?



• To know the theory about change management is good … but putting in practice is what really counts.

• Turning around a traditional project (that did not used change management) is extremely difficult.

Lessons learned



Conclusions

• We see a direct relationship between change management effort – acceptance and business results.

• Does this apply to other IT projects?– ABSOLUTELY! As long as you have people involved in the process.– Start early.– CAP is a tool that gives structure to the needed discussions.



Questions
