Procurement and implementation of a GC-MS analyser for Urine Organic Acid analysis

Catherine CollingwoodPrincipal 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.

Service users

Clinical

Scientists

EQA scheme

providers

Laborator

y managers

Finance

Other labs

GC-MS

suppliers

IT

BME

BMSs

GC-MS

Automatic identification and labelling of peaks using the new system dramatically reduces turnaround time

OutcomesSuccessful 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 / challengesThe 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 gathering •Scientific meetings

•Contact and discussion with GC-MS suppliers

•Site visits to other laboratories

•Review of EQA data

3. Writing of specification •Meeting 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 process •Specification sent to 3 companies

•Replies requested within 3 weeks

•Review and discussion of tenders to agree preferred option

5. Implementation •Discuss 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.

1Be Proactive

2Begin with the end in

mind

3Put 1st thing 1st

4Thin win-win

Learning Effective Leadership…..The Seven Habits

5Seek first to understand

6Synergise

7Sharpen the saw

1 II

III IV

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 ScientistsSeptember 2009 – May 2010

Catherine CollingwoodPrincipal 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

Reviewprogress

Personaldevelopment

Relatespositively

toother

groups

Clearobjectives

Support &Trust

Communication

Valuesdiversity

Clearprocedures

Leadership

Effectiveteamwork

Thank you to:Merlin WalbergPenny HumphrisHealthcare 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