6 minute read
VALUE ANALYSIS 101
Value Analysis Team Selection
Robert T. Yokl, President/CEO, SVAH Solutions
The Secret to High-Performance Value Analysis Teams
All winning teams are a combination of attitudes, talent, and traits matched with the right leadership to give them the vision, values, goals, and a “can do” attitude; a team that takes responsibility for its actions and pride in its accomplishments. Over the last 30+ years, we have documented and observed the ideal competencies or what outstanding value analysis team leaders and team members do more often, in more situations, with better results. To identify the individuals in your healthcare organization who also exhibit these same winning competencies, we would suggest that you employ a 360-Degree Feedback System in assessing your value analysis team leader and team member candidates’ qualifications prior to full membership on your value analysis teams.
The 360-Degree Feedback System Is The Solution
The first step in your selection process for new or replacement team leaders and team members is to have your Value Analysis Steering Committee (I hope you have one) appoint a team leader, administrative representative (CFO, COO, or VPs), facilitator, recorder, and team members for each of your value analysis teams as shown in figure 1.
Value Analysis 101
Robert T. Yokl
Figure 1: Value Analysis Surgical Team Membership
TEAM LEADER Martha Jones *Director of Laboratories
ADMINISTRATIVE REPRESENTATIVE Ted Justine *Vice President of Professional Services
FACILITATOR Mary Cummings *Staff Facilitator
RECORDER Pat Ford *Administrative Secretary
Team Member Team Member Cindy Wright Ben Pierson Operating Room Manager OR Head Nurse
Team Member Team Member Team Member Team Member
Charley Thompson Anesthesia Head Nurse Dr. Henry Pitman General Surgeon Edna Stevens Circulating Nurse Edward Dempsey Respiratory Therapy Manager Team Member Jules Reddington Lab Manager Team Member Peter Cummings Accounting Manager Team Member Ted Billings Infection Control Nurse Team Member Ester Pickings Outpatient Supervisor
As a general rule, your value analysis coordinator, manager, or director would recommend your team leaders and members composition to your Value Analysis Steering Committee for their approval. Your facilitators should be selected from your healthcare organization’s pool of supply chain professionals. Fifty percent of your team membership and team leaders should be selected from areas other than the product line or functional area that they will be investigating to avoid territoriality and group think. Your value analysis coordinator, manager, or director should attend all VA team meetings as a resource to your team leaders and members.
Step two in the selection process is to send a questionnaire (Figures 2 and 3) to these individuals’ direct reports, one customer, and one colleague to rate them (on a scale of 1-10) on their ideal VA competencies. Give the rater one week to respond to the questionnaire. The questionnaire should be prepared by and returned to your value analysis coordinator, manager, or director. Naturally, a Value Analysis Steering Committee member can be one of your raters, if they have direct contact with any of these individuals on a day-to-day basis. The reason for doing this is that you only see one face of these individuals, but by having them assessed by numerous other individuals with whom they interact daily, in many different venues, you can truly identify the right candidate to be involved as a leader or member of your value analysis teams.
Value Analysis 101
Figure 2: Team Leader Competency Questionnaire
Figure 3: Team Member Competency Questionnaire
Competencies
Motivator Organized Team Builder Enthusiastic Results Oriented Communicator Welcomes Challenges and Change Anticipates Problems & Resolves Them Acts as Role Model Overall Rating:
Rating
Robert T. Yokl
Competencies
Analytical Thinker Organized Reliable/Dependable Enthusiastic Takes Initiative Computer Literate Welcomes Challenges and Change Looks for Growth and Recognition Acts as Role Model Overall Rating
Rating
On the following page, we have shown in Figures 4 and 5 sample consolidated rating sheets for value analysis team leaders and team members that are to be completed by your value analysis coordinator, manager, or director once they received the questionnaires back from your raters. These questions need to be tallied to reflect three ratings for each candidate. Then, average the ratings for a final total to be calculated for each candidate. The ideal team leader and team member candidate will have an overall rating of 8 or higher.
Value Analysis 101
Figure 4: Team Leader Consolidated Rating Sheet
Figure 5: Team Member Consolidated Rating Sheet
Robert T. Yokl
Ideal Competencies Rating 1 Rating 2 Rating 3 Avg. Rating
Motivator 8 7 6 7 Organized 9 9 7 8 Team Builder 7 6 8 7 Enthusiastic 10 10 10 10 Results Oriented 9 7 9 8 Communicator 8 8 8 8 Welcomes Challenges and Change 9 9 7 8 Anticipates Problems & Resolves Them 6 7 9 7 Acts as Role Model 8 7 9 8 Overall Rating: XXXX XXXX XXXX 8
Analytical Thinker 9 7 8 8 Organized 10 10 10 10 Reliable/Dependable 8 9 9 9 Enthusiastic 8 8 8 8 Takes Initiative 9 9 8 9 Computer Literate 8 8 8 8 Welcomes Challenges and Change 8 7 7 7 Looks for Growth and Recognition 9 7 7 8 Acts as Role Model 8 8 6 7 Total Rating XXXX XXXXX XXXXX 8
If for any reason your value analysis coordinator, manager, or director doesn’t receive a response back from a rater, they are required to call raters to obtain a rating. If all else fails, then your value analysis coordinator, manager, or director must send a new questionnaire out to new raters, until you have three ratings for each candidate for team membership. If any candidate has a total overall score below eight, then you need to start the selection process all over again until you have identified team leaders and members that have a rating above eight.
Value Analysis 101
Robert T. Yokl
Avoid Selecting The Usual Suspects
Over the years, we have seen value analysis team leaders and members selected because of their title (director of nursing, operating room supervisor, infection control nurse, etc.) or influence in their healthcare organization, as opposed to their unique competencies, with disastrous results. For instance, once a CFO client asked me to assign his medical library director to his new value analysis team because he thought she would be a good team player, which I acceded to. Unfortunately, this individual turned out to be one of the worst value analysis team members in my memory because she wasn’t an analytical thinker, not computer literate, and didn’t take initiative on any of her value analysis projects.
That’s why we developed the 360-Degree Feedback System. We found it to be the solution to selecting the right people with the right competencies that are needed to have high performance value analysis teams. We have done the research for you so that you won ’t make the mistake that we have made in the past of selecting the wrong team leaders and team members for your value analysis teams.
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