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GE Healthcare case study at the European Lean IT Summit
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Transcript of 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
Copyright © Institut Lean France 2012
Let’s try something new…
Copyright © Institut Lean France 2012
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
Copyright © Institut Lean France 2012
– 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
Copyright © Institut Lean France 2012
$17B global business unit of GE
50,000 employees worldwide
$1B+/year in R&D investment
Core strengths in bio-sciences, technology, business
Copyright © Institut Lean France 2012
•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?
Copyright © Institut Lean France 2012
Change Acceleration Process (CAP)TM
Copyright © Institut Lean France 2012
Copyright © Institut Lean France 2012
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
Creating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
What we are aiming for:GE Healthcare Customer Experience
Creating a shared need
Copyright © Institut Lean France 2012
Shaping a Vision
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
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
Field EngineerField Engineer
Field EngineerField Engineer
Serv CtrServ CtrServ CtrServ Ctr
Job initialization / Contract entitlement
FEFESCtrSCtr
SCtrSCtr ROLEROLE
NobodyNobody
Field EngineerField Engineer
FEFE
SCtrWelcome DeskSCtrWelcome Desk
RSLRSL
Serv CtrServ Ctr
Serv CtrServ Ctr
SCSC
Field EngineerField Engineer
Field EngineerField Engineer
SCtrWelcome DeskSCtrWelcome Desk
SCtrWelcome DeskSCtrWelcome Desk
Closed loop to Customer (happy?) NobodyNobody
RSLor
ROLE
Shaping a vision
Copyright © Institut Lean France 2012
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Mobilizing Commitment
Copyright © Institut Lean France 2012
Peace of Mind branding
Mobilizing commitment
Polos to all FEs
Brochures
« Zen » visuals
Copyright © Institut Lean France 2012
Making Change Last
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
Creating a Shared NeedCreating a Shared Need
Making Change Last
Copyright © Institut Lean France 2012
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
Prepare according to Golden Rules
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
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
Prepare according to Golden Rules
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
Respond Remote Dispatch Prepare Onsite Close
Detect
Leavebehind cards
Process Overview
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
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Attach Packing Slip(for GELS Countries)
orStick Return Label (for Oracle countries)
Fill in & Stick a Purple SEAL
!Use and return in less than 5 days
(except for intermittent issue)
PART RECEIVED
Respond Remote Dispatch Prepare Onsite Close
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
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
Attach Packing Slip(for GELS Countries)
orStick Return Label (for Oracle countries)
Fill in & Stick a Purple SEAL
!Use and return in less than 5 days
(except for intermittent issue)
PART RECEIVED
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Respond Remote Dispatch Prepare Onsite Close
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
Check FE availability
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
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
Respond Remote Dispatch Prepare Onsite Close
Detect
Assess Jobs type (Corrective, App, Admin …)
Capture problem description
Job creation / Contract ent itlement
Process Overview
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
Check FE availability
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
Service CenterService Center
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
Respond Remote Dispatch Pr epare Onsite Close
Detect
Assess Jobs type (Corrective, App, Admin …)
Capture problem description
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
One FE responsible for a job at a time Drive job closure, proper hand-over
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
Regular feedback to Customer and Service CenterBetter give bad news than no news
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
One FE responsible for a job at a time Drive job closure, proper hand-over
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
Regular feedback to Customer and Service CenterBetter give bad news than no news
Accurate and complete debrief are key to prove compliance
Debrief with customer/SC right after interventionDebrief accurately P1 same day, other same week
Copyright © Institut Lean France 2012
Monitoring Progress
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
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
Copyright © Institut Lean France 2012
Systems and Structures
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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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
Copyright © Institut Lean France 2012
22 & 23 November, 2012Paris, France
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
Copyright © Institut Lean France 2012
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
Creating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
Creating a shared need.
Change Management, Batista, Perez Prieto
What is in it for me?What is leadership saying/doing about it?
Copyright © Institut Lean France 2012
Shaping a Vision
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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
Copyright © Institut Lean France 2012
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Mobilizing Commitment
Copyright © Institut Lean France 2012
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
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Stakeholder analysis
What group of stakeholders is more critical?What influence effort should be done for each group?
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Making Change Last
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
Creating a Shared NeedCreating a Shared Need
Making Change Last
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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?
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Monitoring Progress
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
Site readiness process adoption by region
Copyright © Institut Lean France 2012
Systems and Structures
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Copyright © Institut Lean France 2012
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
Copyright © Institut Lean France 2012
22 & 23 November, 2012Paris, France
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.
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• Imagine this….
A traditional CRM deployment.
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Presentation title- Speaker Name 45
• For twelve months…
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46
Leading Change
Changing Systems and Structures
Mobilizing Commitment
Creating a Shared Need
Shaping a Vision
Making Change Last
Monitoring Progress
Project started in ‘10 by ‘12…
Copyright © Institut Lean France 2012
• 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
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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
Change Management, Batista, Perez Prieto
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Early results
49
But, so what?
Change Management, Batista, Perez Prieto
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• 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
50Change Management, Batista, Perez Prieto
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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.
Change Management, Batista, Perez Prieto
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Questions
52Change Management, Batista, Perez Prieto