GE Healthcare case study at the European Lean IT Summit
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This document provides an agenda for a presentation on change management methodology and practices from large multinational organizations. The presentation will cover GE's change acceleration process model and experiences from three change initiatives at GE Healthcare, including replacing legacy systems, improving site readiness processes, and deploying a customer relationship management system. Speakers will be from GE Transportation Signaling and GE Healthcare.
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GE Healthcare case study at the European Lean IT Summit
- 1. Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, 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
- 2. Copyright © Institut Lean France 2012 Let’s try something new…
- 3. Copyright © Institut Lean France 2012 Agenda 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
- 4. Copyright © Institut Lean France 2012 About GE – 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).
- 5. 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
- 6. Copyright © Institut Lean France 2012
- 7. •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?
- 8. Copyright © Institut Lean France 2012 Change Acceleration Process (CAP)TM
- 9. Copyright © Institut Lean France 2012
- 10. Copyright © Institut Lean France 2012 Creating a Shared Need Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress CURRENT STATE TRANSITION STATE IMPROVED STATE Systems and Structures
- 11. Copyright © Institut Lean France 2012 What we are aiming for: GE Healthcare Customer Experience Creating a shared need
- 12. Copyright © Institut Lean France 2012 Shaping a Vision Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress CURRENT STATE TRANSITION STATE IMPROVED STATE Systems and Structures
- 13. Copyright © Institut Lean France 2012 Lean Service Delivery 1. Remote contact … Assess Jobs type ( , Apps, Admin … Corr ) Serv Ctr Serv Ctr SCtrWelcome Desk SCtrWelcome Desk Select HUB ( modality &availability) Serv Ctr Serv Ctr SCtrWelcome Desk SCtrWelcome Desk Job initialization / Contract entitlement Serv Ctr Serv Ctr SCtrWelcome Desk Desk 2. End to end job management … Capture problem description SCtr SCtr ROLE ROLE Jobs technical prioritization Nobody Nobody Remote Diagnosis / Fix / Debrief ROLE ROLE RSL Check FE availability Serv Ctr Serv Ctr or Serv Ctr Serv Ctr ROLE Book FE slot / place . appointment Cust Serv Ctr Serv Ctr Serv Ctr Serv Ctr Update Customer on job progress SCtr SCtr FE FE Part ordering SCtr SCtr FE FE SC FE SC FE Onsite visit / corrective action Field Engineer Field Engineer Field Engineer Field Engineer Job Debrief Field Engineer Field Engineer Field Engineer Field Engineer Final report to Customer Field Engineer Field Engineer Field Engineer Field Engineer Closed loop to Customer (happy?) Nobody Nobody RSL 3. Pro-active services … 4. Customer focus … 5. Differentiate delivery … Protecta Harmony Serenity Shaping a vision
- 14. Copyright © Institut Lean France 2012 Mobilizing Commitment Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress CURRENT STATE TRANSITION STATE IMPROVED STATE Systems and Structures
- 15. Copyright © Institut Lean France 2012 Peace of Mind branding « Zen » visuals Polos to all FEs Brochures Mobilizing commitment
- 16. Copyright © Institut Lean France 2012 Making Change Last Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress CURRENT STATE TRANSITION STATE IMPROVED STATE Systems and Structures
Editor's Notes
- Change Game 1: Cross Your Arms Duration: 5 minutes Number of participants: unlimited Materials required: none Description/Process: For practitioners facing a large class and not a lot of time, this exercise really gets the point of change across. After the introduction of the “change” subject, ask the audience to “cross their arms.” My operational definition of “crossed” is folding their arms together, as if they were bored or waiting for something. Once they have completed this task, ask them to “fold their arms the other way,” reversed of what they just performed. I guarantee that 90 percent of the class will struggle with it. Discussion Questions How did it feel when you were asked to cross your arms the other way? Did it come naturally or did you have to stop and think about it? Were you comfortable with doing this differently from your normal process? What are some things that make people resistant to change? What can you do to make it easier for people in your organization to accept the changes associated with Lean and Six Sigma? What kind of support is necessary to maintain the changes associated with Lean and Six Sigma? Facilitator Notes When people cross their arms, they do so naturally, without even thinking about it. When they are asked to fold them the other way they, for the most part, stop, refold their arms again and then try to figure out which arm was on top, which arm moves first and so on. Try this yourself and see. Encourage participants to consider and share their own personal emotions related to making changes. Change Game 2: Change Your Seat Duration: 5 to 15 minutes (depending on debrief) Number of participants: unlimited Materials required: none Description/Process: This is another quick and easy game. Participants are asked to change where they are sitting so they can experience the emotions and feelings often associated with change. After the class gets situated and comfortable, the facilitator should ask participants to change seats. Discussion Questions How did it feel to be asked to change seats? Did you view changing seats as an opportunity to sit with someone new or as an uncomfortable or undesirable change? What are some things that make people resistant to change? What can you do to make it easier for people in your organization to accept the changes associates with Lean and Six Sigma? If participants move back to their old seating arrangements after the exercise is over, ask the following questions: Why is it difficult to maintain changes once they are made? What kind of support is necessary to maintain the changes associated with Lean Six Sigma? Facilitator Notes Encourage participants to consider and share their own personal emotions related to making changes. This is what makes the exercise powerful. Another twist to this game might be asking participants to change seats frequently, which also can help them enhance their personal ability to deal with change.