1.Summarize what this graphs shows.
The graph is a brief description of the significant changes taking place in the lab unit of a medical institution. The Performance Improvement team have recognized a major problem in the turnaround time for doing night draws. Utilizing the Order Entry System and the installation of the pneumatic tube system significantly reduced the number draws at night by a half while also time taken to do the test and deliver the report for use in treatment of patients. This would help in achieving the goals of the organization of improving performance in the department.
2.Were benchmarks met?
Benchmarking involves consideration of the industry standards and competitor best practices. The issue of cost would appear to be the most concerning to the institution as an effective measure of improving performance. Through the new systems the organization saves significant resources without the need for a full time phlebotomists for the night shift. The team also achieves the benchmark of reducing response time for orders while increasing compliance to the enforced changes.
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3.Has the team met its objective? In looking at the graph, what more could be done?
The project team was able to meet its objective in reducing the turnaround time for night draws. However, the members could have done more to identify ways in which the tests can be done faster and reports delivered more efficiently (Chauhan et al., 2014). The team could have instituted measures that will not only improve the night draws, but also the day shift (Chauhan et al., 2014). In this regard, the entire department would function effectively and efficiently around the clock.
4.Change Management Techniques
Through change management, the PI project team leaders were able to set clear goals, encourage mindfulness, enable flexibility, and ensure recognition of team members (Gordon & Pollack, 2018). Through the process, Tom and Lotta recognized Dave’s presence as a new member and his direct involvement in the objectives and goal of the group. Despite the latter’s desire to express his feelings towards ideas shared by others, he was reminded to be mindful of other members of the team. At the planning and initiation stages, team leaders inform the members of the urgency of developing a solution prompting them to generate the most appropriate ideas (Gordon & Pollack, 2018). With inclusion of Dave, the project group now has members who are capable of finding a solution. The vision offered by the leaders helps steer their ideas to achieve the set standards (Gordon & Pollack, 2018). The removal of obstacles while providing the clear communication of the visions would be essential in preventing Dave from having to run to each unit any time a draw was required during his shift.
References
Chauhan, K. P., Trivedi, A. P., Patel, D., Gami, B., & Haridas, N. (2014). Monitoring and root cause analysis of clinical biochemistry turn around time at an academic hospital. Indian Journal of Clinical Biochemistry, 29 (4), 505-509.
Gordon, A., & Pollack, J. (2018). Managing Healthcare Integration: Adapting Project Management to the Needs of Organizational Change. Project Management Journal, 49 (5), 5-21.
