1. Work Design Presented by VARO Healthcare™ 4.18.2014

2. RAYMOND (Ray) STEIN Partner and SVP of Operations at VARO Healthcare™ Joined the company in 2005 after serving over 15 years with First Union and Wachovia Bank. A little about your presenters. Fun Fact: Having a wife and 3 daughters has taught me a lot about admitting when I’m wrong … (even when I’m right). “ ”

3. ALYSSA DiSALVATORE Account Executive at VARO Healthcare™ Joined the company in 2012. A little about your presenters. Fun Fact: Prior to developing healthcare relationships, I sold cemetery plots and tombstones – (door-to-door). “ ”

4. Let’s get started with Okay, enough about us. Work Design

5. Work Design Why do you care? Here’s why you should care 1.A comprehensive plan that breaks an entire operation down into manageable parts 2.Forces the definition(s) of complete processes and establishes individual/team accountabilities (ownership) 3.Establishes or enhances performance metrics and establishes the value(s) of outputs (common understanding) 4.Actionable plan management and change management 5.Establishes weights and tolerances for exceptions and a platform for corrective action plans

6. Work Design Core Concepts The Core Concepts  Breaks a whole operation down into logical and functional working parts Roll up/drill down  “Cradle to grave” work plans cover all bases and lay out methodologies for driving all work to a logical conclusion  Design encompasses capacity and sizing, the value and weight of outputs/numbers, tolerances, and calls to action  Self directed work teams continuously: execute work plans, troubleshoot work plans, modify work plans, and enhance work plans  Design works to optimize the connectivity between functional teams (optimizing the hand-off and downstream/upstream troubleshooting)

7. Work Design The Mechanics The Mechanics  Work is planned in advance of a start date  Work within plan is broken down into logical parts  Plan follows action/next action format to completion  Plan is documented and readily accessible  Revisions/changes are captured, documented, and communicated  Plan utilizes simple metrics to measure production and performance  New work is routed to the most logical part (lanes)

8. Are we losing you yet? Don’t worry, we’re about to get to the good stuff… the people side!

9. Work Design The People Side The People Side  Everyone involved in the plan knows the plan  Everyone doing the work has clear role assignments  Everyone doing the work is properly trained  Everyone involved in the plan knows their respective accountabilities  The sum of people accountabilities adds up to a whole functional part or team (map it out and roll up/drill down)  Individual performance is captured and evaluated with regular reporting (+/- values, employee scorecards)  Managers continuously troubleshoot people performance

11. Work Design Things to Know (and do…) Start Now  Build start to finish (“cradle to grave”) plans (your production story)  Conduct home grown gap analysis (find inefficiencies/missing parts)  Establish a work design champion and manage a centralized plan  Manage plans in development like a sales rep (action/next action)  Manage change management and watch out for “feature creep”  Manage the devil in the details  Align goals for teams that touch  Utilize self assessment strategies to enable self directed teams

12. Work Design Business Self Assessment Business Self Assessment  Regular reporting that defines production targets and tolerances for exceptions  An audit strategy that objectively identifies areas of concern and opportunities  A system to trend and manage continuous improvement throughout all areas of an operation  See example

14. Q&A

15. THANK YOU