MSM DF7

I currently work in the healthcare field, the company creates equipment and consumables for hospitals and labs. Not only do we have our manufacturing areas, but we also provide service for the equipment we create and manufacture. I specifically am a Field Service Engineer (FSE) with the company; I troubleshoot, repair, install, de-install, perform preventative maintenance and software upgrades on the instruments. As a FSE we are broken up into different regions depending on where we live. The United States is divided up into five different regions and I am a part of the West Region. The West Region consists of Washington, Oregon, California, Idaho, Montana, Utah, Colorado, Nevada, Arizona, Alaska, Hawaii and Guam. My regional team is comprised of a Regional Manager, Team Lead, three Specialists and then ten Field Service Engineers, of which I am the only female. The Specialists are usually more senior personnel who focus on and have a higher level of knowledge on a specific group of instruments. We all work remotely with our main office out of Baltimore, MD where we go for all our trainings and on-boarding. With us all working remotely we are usually the only one in a specific area. So, we do not have other people to rely on for help or when we need something (a part or software). It is up to us and only us. The change that I am advocating for is the change to how the company as a whole roles out new software to our customers and the availability of hardware that are required for some of the software changes for compatibility when the software is released.

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This diagram impacts my choices about stakeholder management, communication, implementation strategies and choice of intentions by showing me what caused the failures at each point. It allows me to reflect and see how the changes I tend to implement will mitigate the failure points in the past process. It shows how important communication is when releasing new software for our instruments. This particular software upgrade impacts more than just our instrumentation and patient results it also impacts how another instrument in the lab reports its data. So not only is communication key between those that create the software to those that perform the upgrades themselves but also to the customer so that they can communicate with the other company whose instrumentation results are affected. There are many moving parts in these upgrades so everyone needs to be on the same page, without good communication it is a complete failure. The diagram also shows the importance of how we implement these strategies by showing us where this project went wrong and where we need to spend more time and clarification when implementing these upgrades