Employee vs Process

1. Employee vs Process Lynn E. Lawrence, CMSgt (ret), CPOT, ABOC

2. Outline • The value of effective training • What is a process • Determining key processes • Show stoppers • Critical tasks • Process Flow Charts • Identifying individual tasks • Easy to follow • Determining Process vs Employee

3. Course Description • This course is designed to assist attendees in identifying and documenting key processes within an office/clinic environment. Attendees will learn how to flow chart a process and identify when a process is failing or an employee is failing. This useful course will aid all office leadership in teaching and developing their staff’s knowledge on office flow and key processes. By the end of the course, attendees will understand the value of a process and flow chart.

4. Purpose The purpose of this lecture is to educate attendees on the value of developing internal process flow charts and programs that assist leadership in determining proper process flow and training requirements

5. Staff Development • Failure to recognize the value of staff development • Compared to other professionals… • The better trained your staff is the more likely the O.D. will perform full scope of practice • Know your people • Know the national/local rules • Hold yourself accountable…one standard • Lead by example…your behavior counts

6. Types of plans • Tailor your training to clinic needs and goals in order to focus staff • Types of training plans • Formal • Informal • No training plan

7. Importance of a Training Plan • Management directed • Leadership implemented • Trainee enhancing …consider this in a probationary period

8. Create a training plan… • Have a training plan to monitor all staff growth and development • Give adequate time for development and relay this up-front on interview day A great plan is a recipe for success!

9. Identify Key Tasks • What is important? • What is necessary? • What is nice to have? • Is cross training an option? • What are our show stoppers?

10. The Start • Do not fail here…could be a catalyst to success/disaster • Be specific…pay, training, vacation • Give a probationary period…120 days • Have a signed agreement • Talk about what you expect…know what is important to your practice…dress, appearance, language, time off • Ask what they expect • Ask about personal goals…listen carefully

11. Implementation of the Training Plan • Preparation/ Coordination • Scheduling a start time • All on board • Tracking and documentation

12. Hands-on Demonstration • This IS NOT a show once and leave the trainee alone • This step allows the trainee to build the necessary confidence • This the monitoring phase…very important

13. Patient Handling Demonstration After asking the patient if they are satisfied a second time, this technique is really effective

14. Setting aside time  • This could be the biggest challenge • Make sure it has the lowest impact on patient access and customer service • Think outside the box You can’t make time, you can only take time!

15. See QTPs • Step-by-Step procedures • Reference material • On-line training • Performance Feedback

16. Results of effective training • Builds rapport and sets boundaries • Provides direction and establishes expectations • Connects management, staff, and patients • Ties the goals and vision of the practice to staff development

17. The Process • What are the steps required in the process? • Is this a critical process? • Develop a flow chart

18. Flow Chart • Flowcharts are an image of the way something works. Sometimes a visual representation of work helps people identify problems, obtain solutions, or promote understanding of different processes within a system. The chart allows the creator to relay information in a functional way to highlight areas of success and failures Read more: Uses of Flowcharts | eHow.comhttp://www.ehow.com/info_8085140_uses-flowcharts.html#ixzz2GyBnLloi

19. Flow Chart • 2.Examine all the steps between the start point and the finish point. This will give you a general idea of how the process in question works. Between the start and the finish point, you will usually see many steps that provide different directions • 1. Define the start point and finish point of the flowchart. A start point may be a problem in a certain situation and the finish point may be the solutionRead more: How to Use a Flowchart | eHow.comhttp://www.ehow.com/how_7322566_use-flowchart.html#ixzz2GyB20o1n

20. Flow Chart • Flow charts assist the entire staff as a reference tool • Very useful in training • Eliminates the need for repetitive training

21. Flow charts A flowchart is a type of diagram that represents an algorithm or process, showing the steps as boxes of various kinds, and their order by connecting them with arrows. This diagrammatic representation can give a step-by-step solution to a given problem. Process operations are represented in these boxes, and arrows connecting them represent flow of control. Data flows are not typically represented in a flowchart, in contrast with data flow diagrams; rather, they are implied by the sequencing of operations. Flowcharts are used in analyzing, designing, documenting or managing a process or program in various fields.[1]

22. Parallelogram • This is a process step that shows either an input to the process or an output. A parallelogram is a rectangle that is skewed so the shape appears to be pointing with the upper corner. An example of an input to a process is "doing research" and an example of an output is "printing a paper." The text inside the shape describes what is happening in the step, and is usually a verb and an object of that verb Read more: Basic Symbols Used in Flowcharting | eHow.comhttp://www.ehow.com/about_5510500_basic-symbols-used-flowcharting.html#ixzz2GyCPugOy

23. Rectangle • The rectangle shape is the most common flowchart shape. It depicts a step in the process that needs to be carried out. An example would be "acquire boxes." This shape is different from a parallelogram as it shows what needs to be done with the input or to create the output identified in the parallelogram step.

24. Diamond • A diamond in a flowchart shows that a decision needs to be made. Typically at a decision point, there will be at least two answers (yes or no, true or false, etc.) One flow line will point to the diamond at either the top or left point and two flow lines will leave the diamond at the right and bottom points, one pointing to the process for one answer, the other pointing to the process for the other answer.

25. Impact/Value • Failure in the process on a flow chart prevents employees from being blamed for deficiencies • Flow charting aids in redirecting training where it is needed

26. Key Processes • Technology • Materials • Frames • Lens types • Tints • Coatings • Safety • Personal • Equipment • Patient • Eye examinations • Services • Contact lens • Spectacles • Diagnostics • Patient education • Customer service • Pricing • Insurance • Returns • Handling Complaints

27. Key Processes • What are your key processes • The entire staff understands what the key processes are • Include the staff in every process • Begin with your key processes • Identify the difference in administration and technical processes

28. Be clear and consistent • Tell • Tell trainee how to perform the task • Allow them to research • Show • Demonstrate the tasks IAW reference material • Do • Allow trainee to perform the tasks

29. Process vs Employee • How to determine if the cause of the failure is the process or the employee • Run the flow chart to check for a repeat of the failure • Ensure the exact steps are repeated

30. Resources • Trainers should be someone who can be focused/ consistent • Create standards • Use national organizations

31. Attributes of a Championship Team • Common goal • Individual responsibilities • Willing to accept leadership/direction • Operating parameters • Consequences • Member development • Recognition

32. Every Team Needs “Trust” • T = teamwork • R = relationships • U = unity • S = savvy • T = tenacity

33. One Team, One Purpose • Championship teams are formed through the efforts of great leaders establishing a plan, great team mates executing the plan, and the results exceeding the plan • Lynn Lawrence 2006

34. Thank you Martralyn@msn.com