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

1
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.

• 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

Stakeholder map
The Process The Process
1. Initial Discussions with colleagues Highlight possible improvements to current system
1. Initial Discussions with colleagues Agree requirements and priorities for new system
1. Initial Discussions with colleagues Discussion of procurement process
1. Initial Discussions with colleagues Reassurance of involvement of key members of staff
1. Initial Discussions with colleagues Stakeholder map
2. Information gathering Scientific meetings
2. Information gathering Contact and discussion with GC-MS suppliers
2. Information gathering Site visits to other laboratories
2. Information gathering Review of EQA data
3. Writing of specification Meeting with team to start work on specification
3. Writing of specification Detailed requirements for new instrument
3. Writing of specification Facility for automatic peak identification highlighted as essential
3. Writing of specification Scoring system compiled for objective comparison of tender responses
4. Tender process Specification sent to 3 companies
4. Tender process Replies requested within 3 weeks
4. Tender process Review and discussion of tenders to agree preferred option
5. Implementation Discuss and agree implementation plan with agreed actions and ownership
5. Implementation Formal validation of new analyser
5. Implementation Initial dual reporting using new and old systems to ensure that quality is maintained
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.

• 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

Automatic identification and labelling of peaks
using the new system dramatically reduces
turnaround time
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
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Clinical leadership Course for Healthcare
Scientists September 2009 May 2010 Catherine
CollingwoodPrincipal Biochemist / Quality
Manager, Department of Clinical Biochemistry
1 Be Proactive 2 Begin with the end in mind 2 Begin with the end in mind 3 Put 1st thing 1st 3 Put 1st thing 1st 4 Thin win-win
Learning Effective Leadership.. The Seven Habits Learning Effective Leadership.. The Seven Habits Learning Effective Leadership.. The Seven Habits Learning Effective Leadership.. The Seven Habits Learning Effective Leadership.. The Seven Habits Learning Effective Leadership.. The Seven Habits
5 Seek first to understand 5 Seek first to understand 6 Synergise 6 Synergise 7 Sharpen the saw 7 Sharpen the saw
1 II
III IV

• Principled negotiation
• Separate the people from the problem
• Focus on interests, not positions
• Generate options for mutual gain
• Insist on objective criteria

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
Focus effort on results within Circle of influence

• Listening on 3 levels
• Content
• Feelings
• Intentions
• Giving and receiving feedback
• And not but

• The habit of self renewal
• Physical
• Mental
• Social / Emotional
• Spiritual

Importance of good communication for effective
teamwork
Thank you to Merlin Walberg Penny
Humphris Healthcare Scientist colleagues