Procurement and implementation of a GC-MS analyser for Urine Organic Acid analysis Catherine Collingwood Principal Biochemist / Quality Manager, Department of Clinical Biochemistry Background Urine Organic Acid analysis is used for the diagnosis of inherited metabolic disorders. Alder Hey Biochemistry department is a referral laboratory for this test. Approximately 600 samples per year both from inpatients and referred samples from other laboratories are processed in the laboratory. The method involves extraction of organic acids from urine samples followed by analysis of the extracted compounds via Gas Chromatography – Mass Spectrometry (GC-MS). The interpretation of the organic acid profiles is complex and involves identification of up to 30 organic acids per sample. Average turnaround time for analysis and interpretation of the organic acid profile is up to 3 weeks. Aim The aim of this project was to successfully procure a replacement GC-MS analyser which would allow use of software for automatic peak identification of organic acids, and thus significantly reducing the turnaround time for this process. Automatic identification and labelling of peaks using the new system dramatically reduces turnaround time Outcomes Successful procurement of new GC-MS analyser with automated peak identification Implementation has started Total analysis and reporting time is likely to decrease significantly Equivalent to 15 hours of saved staff time per week More time for staff to concentrate on other areas Improved service for patients Considerations / challenges  The same process had been used for many years by the same members of staff  Longstanding relationship with 1 supplier  Concerns that a change may compromise quality  Challenge of learning a new way of doing things  Views of stakeholders The Process 1. Initial Discussions with colleagues Highlight possible improvements to current system Agree requirements and priorities for new system Discussion of procurement process Reassurance of involvement of key members of staff Stakeholder map 2. Information gatheringScientific meetings Contact and discussion with GC-MS suppliers Site visits to other laboratories Review of EQA data 3. Writing of specificationMeeting with team to start work on specification Detailed requirements for new instrument Facility for automatic peak identification highlighted as essential Scoring system compiled for objective comparison of tender responses 4. Tender processSpecification sent to 3 companies Replies requested within 3 weeks Review and discussion of tenders to agree preferred option 5. ImplementationDiscuss and agree implementation plan with agreed actions and ownership Formal validation of new analyser Initial dual reporting using new and old systems to ensure that quality is maintained Stakeholder map Summary I have been able to use many of the tools and techniques from the leadership course for this project. I have learned a lot about myself and how I relate to other members of the team. Good communication, planning and early identification and involvement of stakeholder were important to achieve a good outcome. Thank you to: Merlin Walberg Penny Humphris Healthcare Scientist colleagues The stakeholder map was useful to identify key individuals who would need to be involved. It was surprising to see how many people would be involved in the project and was helpful to involve as many of them as possible at an early stage.

1 Be Proactive 2 Begin with the end in mind 3 Put 1 st thing 1st 4 Thin win-win Learning Effective Leadership….. The Seven Habits 5 Seek first to understand 6 Synergise 7 Sharpen the saw 1 II IIIIV Plan and make time for quadrant II activities: Crisis prevention Values clarification Preparation & planning Relationship building Renewal & evaluation Communicate a vision Mission statement Core values Importance of planning Listening on 3 levels Content Feelings Intentions Giving and receiving feedback “And not but” Clinical leadership Course for Healthcare Scientists September 2009 – May 2010 Catherine Collingwood Principal Biochemist / Quality Manager, Department of Clinical Biochemistry Focus effort on results within Circle of influence The habit of self renewal Physical Mental Social / Emotional Spiritual Effective teamwork Leadership Clear procedures Values diversity Communic ation Support & Trust Clear objectives Relates positively to other groups Personal developme nt Review progress Thank you to: Merlin Walberg Penny Humphris Healthcare Scientist colleagues Importance of good communication for effective teamwork Principled negotiation Separate the people from the problem Focus on interests, not positions Generate options for mutual gain Insist on objective criteria