OPERATIONS TRAINING · WELCOME

Hi there 👋

Welcome to the Autonomi Ops Academy — your hands-on guide to deploying a smart supply room, from a signed contract all the way to a fully operational, physically-installed site. Two tracks, one Riverside Women's Health story.

Each phase has a Learn flow (~15 min of scenarios and judgment calls), a one-page Quick Guide, and a deeper Reference. Progress saves under your name — switch tracks anytime from the sidebar.

OPERATIONS TRAINING

Ready to start your first deployment?

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YOU ARE HERE · PH 01 — SUPPORT TEAM KICKOFF✓ DONE● HERE▲ ON-SITE┊ GATE

0/12PHASES DONE

—CHECK SCORE

5SITE VISITS AHEAD

STAGE 1PLAN & DESIGN

STAGE 2READINESS

STAGE 3INSTALL & GO-LIVE

STAGE 4ADOPT & SUPPORT

SYSTEM INSTALLATION · SOW-1.5-USA

Ready to build the system?

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YOU ARE HERE · T1 — CORE KIT PREPARATION✓ DONE● HERE▲ ON-SITE┊ GATE

0/5MODULES DONE

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🔧SOW-1.5-USA

INSTALLERSYSTEM INSTALLATION

This is the technical build behind Foundation Phase 08 (Installation Day). Recommended after the Foundation track.

Academy›Stage 1 · Plan & Design›Support Team Kickoff

Support Team Kickoff

PHASE 01 OF 10LED JOINTLY · OPS SCHEDULESREMOTE — CALL OR MEETING

RIVERSIDE STATECONTACT NAMEDSTAKEHOLDERS IN ROOMSURVEY DATECOMMS CHANNEL

MODULE 01 · ~15 MIN

The contract is signed. From this meeting on, the deployment is yours.

The story: Riverside Women's Health is a busy OB/GYN clinic — three supply rooms, hundreds of SKUs, staff who run out of gloves at the worst moments. They just signed with Autonomi to replace their supply closets with smart supply rooms. You're the operations lead taking it from signed contract to go-live.

Every module in this program follows this one Riverside deployment, phase by phase. It starts with a single meeting — and that meeting sets the scope, the people, and the clock for everything that follows.

YOU'RE ON THE HOOK

The Riverside deal just closed. The AE forwards you one line: "GM is excited, wants to move fast — take it from here?"

No contact list. No scope doc. Nothing scheduled. Your first move?

✓ RIGHTThe handoff runs through Sales: they owe you a designated contact and the stakeholder picture. Then you schedule the kickoff, with the agenda in the invite. Structure now beats speed now.

✗ FAST START, SLOW MIDDLEYou're building on sand — no designated contact, no stakeholder map, no confirmed scope. The GM may not even be your contact. Get the handoff from Sales first.

✗ WRONG OWNERIf Sales keeps running communications, you'll fight two-channel chaos all deployment. The handoff moves ownership to ops — take it.

THE HANDOFF

Ownership moves from Sales to Ops — through one named contact.

1Sales hands you a designated contact on the customer's support team

2You schedule the kickoff — call or meeting, agenda in the invite

3From kickoff on, ops runs the deployment — one channel, one owner

Deployments die in diffuse communication. One named contact means every request has one door and every decision has an owner on their side. Without it, the SKU list comes from one person, the room access from another, and nobody feels responsible when a date slips. You'll meet more stakeholders at kickoff — but the contact is who you chase, and who chases for you.

WHO'S IN THE ROOM

Three perspectives, or you're planning blind.

General Manager (GM)Runs the customer's day-to-day. Your designated contact usually sits here.KNOWS HOW THE FACILITY ACTUALLY RUNS

Regional ManagerOwns budget, access decisions, and logistics commitments.CAN SAY YES TO DATES AND DOORS

Site Leader & nursesOwn how supplies are actually used, room by room.KNOWS WHAT RUNS OUT ON THURSDAYS

Because the room you're deploying serves clinical workflows, and only clinical staff know them. The GM knows the contract; the nurse knows that speculums disappear twice as fast in exam room 3, that the morning rush needs eye-level placement, that a locked cabinet at 7 AM is a crisis. Every deployment that skipped clinical input at kickoff paid for it at the planogram — or worse, after go-live in adoption.

THE AGENDA · COPY IT STRAIGHT INTO THE INVITE

Nine items. They build toward one exit.

1High-level overview of the Autonomi system

2Autonomi personnel & roles

3Customer personnel & roles

4Confirmation of project scope

5Implementation timeline & key milestones

6Roles, responsibilities, points of contact

7Site survey prerequisites & readiness

8Scheduling of the site survey

9Communication cadence & next steps

The site survey is the gate to the entire timeline — room plans, SKU planning, logistics, install date all queue behind it. Items 1–7 are alignment; item 8 is commitment. A kickoff that ends with warm feelings but no survey date produced alignment about nothing. Item 7 exists so item 8 can happen: prerequisites reviewed, then the date goes on the calendar.

TRY IT

It's 9:55. Kickoff ends at 10:00, three items still uncovered. Which one do you refuse to leave without?

✓ RIGHTThe survey gates everything downstream. SKU requirements can go by email tomorrow; an install date promised before the survey is a guess you'll be held to.

✗ NOT QUITESKU requirements can follow by email; an install date before the survey is a guess you'll be held to. The one thing that can't leave the room unscheduled: the site survey — it gates the entire timeline.

CHECK 1 OF 3

The GM says: "No need to drag a nurse into this — I can speak for the clinical side."

✓ RIGHTSeniority isn't knowledge. The GM knows the day-to-day; the site leader and nurses know the clinical workflows the room must serve. Frame it as protecting the GM's timeline — that's what it does.

✗ NOT QUITEThe GM knows the day-to-day, not the Thursday-morning supply rush. Scope confirmed without input from the site leader and nurses gets re-litigated at the planogram — or after go-live. Politely insist now; it protects the GM's own timeline.

CHECK 2 OF 3

The kickoff went great — but it's ending with "we'll get back to you on survey dates."

✓ RIGHT"We'll get back to you" is where timelines go to die. A held date plus a decision deadline turns their silence into a schedule instead of a stall — politely, and in the meeting.

✗ NOT QUITEUnbounded "we'll get back to you" quietly eats two weeks. The move happens inside the meeting: hold a specific date, set a confirm-by deadline, offer the fallback. Their silence then produces a schedule, not a stall.

CHECK 3 OF 3

A week after kickoff, the GM is still emailing the AE with implementation questions.

✓ RIGHTTwo-channel comms is how scope drifts — the AE answers generously, and suddenly you own promises you never made. Redirect warmly, both sides, no drama.

✗ NOT QUITELetting it ride means the AE keeps making well-meant promises you'll have to keep; scolding the GM burns goodwill. The fix is quiet and two-sided: AE redirects every thread to you, you restate the channel with the GM.

🥉

Module 01 complete.

Phase output: scope & stakeholders aligned · points of contact named · site survey scheduled · comms cadence set.

Next · Module 02 — Site Survey & Room Planning.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

1AEHand off customer contact — A designated customer contact is passed along right after contract execution, to schedule the kickoff.

7AESet up client tracking — Client record created in the internal client list, task board opened or confirmed, target install date set, contacts logged.

8AEIMCSOPInternal project kick-off — Internal team sync right after a deal closes — alignment on scope, timeline, and ownership before customer-facing kickoff prep begins.

9AECSIMSchedule & run kickoff meeting — First meeting after signature: product demo, timeline overview (survey → planogram → install → go-live), stakeholder identification, scope confirmation, comms cadence agreed.

10AEIdentify stakeholders — Names and contacts gathered for every user role that will need access: Mobile Admin, Deputy Admin, Supplier, Consumer, Web Console Admin/User, and the ordering contact.

11CSCapture & route special/custom requirements — Non-standard requests surfaced at kickoff — e.g. system integrations, special site conditions — are logged and routed for an initial feasibility filter, then formally relayed to be spec'd and handed to Dev. Decision needed: build before go-live, or defer to a later stage while going live without it.

THE HANDOFF

Sales → Ops, through one named contact. Sales provides the designated customer contact; you schedule the kickoff; from then on ops runs the deployment on a single channel.

WHO'S IN THE ROOM

PARTICIPANT	BRINGS
General Manager (GM)	Day-to-day operations — usually your designated contact.
Regional Manager	Budget, access, logistics — can say yes to dates.
Site Leader & nurses	How supplies are actually used. Don't skip.

AGENDA · COPY INTO THE INVITE

High-level overview of the Autonomi system
Autonomi personnel & roles
Customer personnel & roles
Confirmation of project scope
Timeline & key milestones
Roles, responsibilities, points of contact
Site survey prerequisites & readiness
Scheduling of the site survey
Communication cadence & next steps

DON'T LEAVE WITHOUT

Site survey scheduled — or a hard confirm-by deadline with a held date

Points of contact named — both sides

Comms cadence agreed — one channel, through you

TRAPS

TRAP	THE MOVE
"We'll get back to you on dates"	Hold a date, set a confirm-by deadline — in the meeting.
GM speaking for clinical	Politely insist on a clinical rep; it protects their timeline.
Customer keeps emailing the AE	Redirect every thread to you, warmly, both sides.

1.1 · PURPOSE AND POSITION IN THE PROCESS

Following contract execution, an initial meeting is conducted with the customer's support staff. Depending on the facility, participants may include an operations representative, a general manager or administrator, and/or a clinical representative such as a nurse.

The kickoff is Phase 01 of the ten-phase implementation process. Nothing else can start before it: the site survey (Phase 02) is scheduled here, the stakeholders who will own the SKU list (Phase 03) and logistics (Phase 05) are identified here, and the communication structure that carries the whole deployment is agreed here. A weak kickoff does not fail loudly — it fails three phases later, as missing data owners, surprise stakeholders, and an unscheduled survey.

1.2 · THE HANDOFF — SALES TO OPERATIONS

The Sales team provides Operations with a designated contact person from the customer's support team.
Operations schedules an introductory call or meeting with the support team — the agenda goes in the invite.
From the kickoff onward, Operations runs the deployment on a single communication channel.

Why one designated contact

Deployments die in diffuse communication. A single named contact means every request has one door and every decision has an owner on the customer's side. Without it, the SKU list arrives from one person, room access is granted by another, and nobody feels responsible when a date slips. More stakeholders will attend the kickoff — but the designated contact is who Operations chases, and who chases on Operations' behalf.

Why Operations schedules — not Sales

If Sales keeps running communications after contract execution, the deployment fights two-channel chaos: the account executive answers customer questions generously, and Operations inherits promises it never made. The kickoff is where the customer learns, implicitly and explicitly, that Operations is now the voice of Autonomi.

1.3 · WHO IS IN THE ROOM

PARTICIPANT	BRINGS	RISK IF ABSENT
General Manager (GM)	Day-to-day operational knowledge; usually the designated contact.	No anchor for follow-ups; requests float unowned.
Regional Manager	Authority over budget, access, and logistics — can say yes to dates.	Nothing agreed is binding; every decision needs a second meeting.
Site Leader & nurses	How supplies are actually used, room by room, shift by shift.	Scope re-litigated at the planogram — or after go-live, as poor adoption.

Authority is not knowledge: the regional manager can commit budget and dates, and the GM runs the day-to-day — but only the site leader and nurses know the supply workflows the room must serve. If the GM offers to "speak for the clinical side," politely insist on including the site leader or a nurse, and frame it as protecting the timeline — which is exactly what it does.

1.4 · THE AGENDA, ANNOTATED

The nine items below can be copied directly into the calendar invite. Items 1–7 build alignment; item 8 is the commitment the meeting exists to produce; item 9 locks the channel.

AGENDA ITEM	WHAT GOOD LOOKS LIKE
1 · System overview	Five minutes, demo-flavored, jargon-free. The clinical rep should leave able to describe the smart room to a colleague.
2 · Autonomi personnel & roles	The customer knows who does what — and that Operations, not Sales, is the voice from here on.
3 · Customer personnel & roles	Confirm the designated contact in front of everyone. Note names for the Phase 07 user list.
4 · Scope confirmation	Rooms, departments, and components restated aloud and agreed. Surprises surface now, not at the survey.
5 · Timeline & milestones	The ten-phase arc at a glance, with dependencies named: survey gates planning; customer logistics gate installation.
6 · Roles & points of contact	Each side leaves with named owners: data (SKU list), facilities (electrical/LAN), access (users), scheduling.
7 · Survey prerequisites	Access to all deployment areas confirmed as arrangeable; escort/badge requirements identified.
8 · Schedule the site survey	A date on the calendar — or a held date with a confirm-by deadline. This is the exit condition of the meeting.
9 · Comms cadence & next steps	Weekly cadence (or agreed rhythm), one channel, through the designated contact and the Autonomi lead.

1.5 · EXIT CRITERIA — DO NOT LEAVE WITHOUT

Site survey scheduled — or a held date with a hard confirm-by deadline ("I'll hold next Thursday; confirm by Friday or we take the following Tuesday").

Points of contact named on both sides — the designated customer contact and the Autonomi lead.

Communication cadence agreed — one channel, through Operations.

Scope confirmed aloud — rooms, departments, components, with objections surfaced.

Of these, the survey date is the one that cannot slip: the site survey gates room planning, SKU planning, logistics, and ultimately the installation date. SKU requirements can follow by email tomorrow; an install date promised before the survey is a guess Operations will be held to.

1.6 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
"We'll get back to you on dates"	Polite meetings resist forcing decisions; silence then eats two weeks.	Inside the meeting: hold a specific date, set a confirm-by deadline, offer a fallback. Their silence now produces a schedule, not a stall.
GM speaks for the clinical side	Seniority is mistaken for knowledge; adding attendees feels like friction.	Politely insist: thirty minutes of a nurse's time now saves planogram rework later. Frame as protecting the GM's timeline.
Customer keeps emailing the AE	The AE has the relationship and answers generously.	Quiet and two-sided: the AE redirects every thread to Operations; Operations restates the channel at the next touchpoint. No drama.

1.7 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Ran (or co-ran) a kickoff using the nine-item agenda, with all three customer perspectives present

Left a kickoff with the site survey scheduled or deadline-locked

Established and defended the single communication channel

Can explain the Sales→Ops handoff and the role of the designated contact in their own words

1.8 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 01

Module 01 and its Quick Guide — the Learn and Quick Guide tabs of this page

Next chapter · Phase 02 — Site Survey & Room Planning (on-site)

Academy›Stage 1 · Plan & Design›Site Survey & Room Planning

Site Survey & Room Planning

PHASE 02 OF 10LED BY AUTONOMION-SITE VISIT

RIVERSIDE STATEALL AREAS WALKEDINFRASTRUCTURE CHECKEDACCESS PLANNEDDEPLOYMENT PLAN

MODULE 02 · ~15 MIN · ON-SITE

You're standing in Riverside's supply room. Everything you miss today, you pay for on install day.

The survey is where the plan meets the building. You map every deployment area, check power, network and mounting, and settle how the door locks — then leave with a room list nobody can dispute.

YOU'RE ON THE HOOK

The GM walks you to the main supply room and says: "This is it — the other two rooms are basically the same, you can just copy this one."

You have the morning booked for the survey. What do you do?

✓ RIGHTEvery deployment area gets surveyed and documented — no exceptions. Rooms that are "basically the same" differ in the one dimension that matters: a column, a shorter wall, a different door, one power outlet instead of two. You map it now or you discover it with a truck full of hardware on install day.

✗ THAT'S HOW INSTALL DAY BREAKSCopying a room you didn't measure means trusting that three rooms are identical — they never are. The survey exists precisely to catch the differences. Walk all three yourself.

✗ PHOTOS AREN'T A SURVEYA photo doesn't give you wall type, outlet count, port location, or ceiling height — the things mounting and cabling depend on. Survey every area to the same standard.

WHAT A SURVEY COVERS

Seven things you leave the building knowing.

1Review the facility layout & the areas marked for deployment

2Create or validate floor & room layouts in Space Planning Software

3Confirm exactly which rooms are in scope

4Assess infrastructure: power, network, mounting

5Plan the access-control method — consult a locksmith

6Validate room configurations against operational workflows

7Identify constraints, risks & dependencies

A tape measure gives you numbers; Space Planning Software (Riverside is mapped in floorplanner.com) gives you a shared, reviewable model everyone plans against. The planogram, the cabinet placement, and the installers all read from the same layout. A measurement in your notebook helps you; a validated floor plan in the system helps the whole deployment — and survives the day you're out sick.

THE INFRASTRUCTURE TRIAD

Three systems the room has to give you.

PowerDedicated circuit and outlet placement where the cabinet and units will sit — not a shared break-room circuit.CAPTURE: OUTLET LOCATIONS · CIRCUIT · LOAD

NetworkLAN/port availability and the drop location relative to the cabinet mount.CAPTURE: PORT LOCATION · DISTANCE TO CABINET

MountingWall type, load capacity, and obstructions where shelves and screens attach.CAPTURE: WALL TYPE · CEILING · CLEARANCES

Shelves, trays, and screens hang on the wall and carry weight. Drywall over steel studs, masonry, and hollow partition behave completely differently under load — the wrong anchor pulls out. If you can't confirm wall or ceiling type on the day, it becomes an open action item with an owner, never a guess: a mount that fails is a safety issue in a room with patients.

ACCESS CONTROL

The door is part of the system.

1Decide the access-control method for the room during the survey

2Consult a locksmith on compatibility with the existing door & hardware

3Map it to the roles: yellow key for consumers, blue fob for suppliers

Access control touches the customer's physical door — the one thing you can't reorder overnight. A door that won't take the planned hardware, a fire-code constraint, a lock that needs replacing: found at the survey, it's a line item in the customer's Phase 05 prep. Found on install day, it's a room you can't secure and a system you can't hand over.

TRY IT

The supply room's only outlet is a single 15-amp circuit already shared with a break-room fridge. What goes in the survey report?

✓ RIGHTThe survey's job is to turn every gap into a documented action the customer completes before delivery. A shared 15-amp circuit is a gap; naming it now puts a dedicated circuit into their pre-install checklist, where the site survey documentation says it belongs.

✗ NOT QUITEHoping it's fine, or calling it someone else's problem, is how install day stalls. The survey documents the gap and assigns it: the customer installs electrical infrastructure per the survey before delivery. Flag it, own the follow-through.

CHECK 1 OF 3

The GM asks you to skip the third room — "it's a closet we barely use" — to wrap the survey faster.

✓ RIGHTScope is confirmed at the survey, room by room. An in-scope room you didn't document is a fight waiting to happen: was it in the deal? does it need hardware? Survey it, or get written confirmation it's out of scope — never assume.

✗ NOT QUITE"Assumed" and "survey it later" are how scope slips and install day runs long. If the room is in the deployment, it gets the full survey now; if it's truly out, get that in writing. No undocumented rooms.

CHECK 2 OF 3

The room's only network port is 40 ft from where the cabinet must mount for the planogram to work.

✓ RIGHTNetwork ports are installed per the site survey documentation — that's a customer pre-install task. Document the required drop location now and it gets built before delivery. The cabinet stays where the planogram needs it.

✗ NOT QUITEA floor-run cable in a clinical space is a trip hazard and a no; moving the cabinet breaks the planogram you'll build in Phase 04. The survey's answer is to specify the network drop so the customer installs it as Phase 05 prep.

CHECK 3 OF 3

Mid-survey you realize you can't confirm the ceiling type for mounting without facilities, and they've left for the day.

✓ RIGHTEvery unknown leaves the survey as an action item with an owner and a due date before install. Mounting is load-bearing in a room with patients — an assumed ceiling that's wrong is a failed mount. Name the gap, assign it, date it.

✗ NOT QUITEGuessing a load-bearing surface or punting it to installers is how a mount fails in a live clinical room. The survey output includes action items, owners, and timelines — this is one: facilities confirms ceiling type before install.

🥉

Module 02 complete.

Phase output: finalized room list & deployment plan · documented floor/room layouts · install requirements & facility prep confirmed · action items with owners & due dates.

Next · Module 03 — SKU List & Shelf Planning.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

2AESchedule site survey — On-site survey date coordinated with the client, contact details shared with whoever conducts it.

3AEConduct physical site survey — On-site visit: room dimensions, wall photos, infrastructure check (power/network/mounting), cabinet position, delivery path.

4IMMap floor/room layout — Floor and room layouts documented using Space Planning Software (floorplanner.com).

5IMPlan access control — Access-control method for the room planned, with locksmith consultation on compatibility.

6IMNetwork/cybersecurity coordination — Port/NAC/firewall configuration coordinated with the client's IT team. Required addresses and intent are shared — never step-by-step firewall instructions.

WHAT THE SURVEY PRODUCES

A finalized room list and deployment plan. On-site assessment of every deployment area, with floor and room layouts mapped in Space Planning Software (floorplanner.com). No room left undocumented; every gap becomes a dated action item.

THE INFRASTRUCTURE TRIAD

SYSTEM	CAPTURE
Power	Outlet locations, dedicated circuit, load — not a shared circuit.
Network	LAN/port availability and drop location vs. cabinet mount.
Mounting	Wall type, ceiling, load capacity, obstructions and clearances.

SURVEY SCOPE · WALK THE LIST

Facility layout & deployment areas reviewed

Floor/room layouts created or validated in Space Planning Software

Rooms in scope confirmed — every one, no assumptions

Infrastructure assessed: power, network, mounting

Access-control method planned & locksmith consulted

Room configs validated against workflows

Constraints, risks & dependencies identified

ACCESS CONTROL

The door is part of the system. Decide the method on-site and consult a locksmith on compatibility — yellow key for consumers, blue fob for suppliers. A door problem found on install day is a room you can't secure.

DON'T LEAVE WITHOUT

Finalized room list — every deployment area documented

Floor/room layouts captured in Space Planning Software

Every gap written as an action item with an owner & due-before-install date

Access-control plan with locksmith input

TRAPS

TRAP	THE MOVE
"The other rooms are basically the same"	Walk and map every area yourself, to the same standard.
Guessing infrastructure (power/port/ceiling)	Turn every unknown into a dated action item with an owner.
Deferring the door to install day	Plan access control + locksmith at the survey; it's customer prep.

2.1 · PURPOSE AND POSITION IN THE PROCESS

Following the initial support-team meeting, an on-site survey is conducted to assess the facility's physical environment and confirm room-level requirements. The survey includes detailed room planning using Space Planning Software to accurately map the facility layout and support system design.

The survey is the gate the whole timeline waits behind: SKU and shelf planning (Phase 03), the planogram (Phase 04), and customer logistics (Phase 05) all build on the finalized room list and deployment plan produced here. Its output is only as good as its completeness — an area skipped or an unknown left as a guess resurfaces on install day at maximum cost.

2.2 · PROCESS & OBJECTIVES

Operations schedules and conducts an on-site survey with the customer's designated contacts.
The survey is performed at the facility and requires access to all areas included in the deployment.
Floor and room layouts are documented in Space Planning Software (Riverside: floorplanner.com).

Reference: Site Survey Form · floorplanner.com.

2.3 · SURVEY & PLANNING SCOPE

AREA	WHAT YOU CONFIRM
Facility layout	Review of the layout and the designated areas for system deployment.
Floor / room layouts	Creation or validation of layouts in Space Planning Software.
Rooms in scope	Identification and confirmation of every room included — no assumptions, no skipped "closets."
Infrastructure	Power, network access, and mounting considerations assessed.
Access control	Access-control method planned; locksmith consulted on compatibility.
Workflows	Room configurations validated against operational workflows.
Constraints	Potential constraints, risks, or dependencies identified.

2.4 · THE INFRASTRUCTURE TRIAD

Three building systems determine whether the plan is installable. Each is captured concretely, and any unknown becomes an action item — never a guess.

SYSTEM	WHAT TO CAPTURE	WHY IT BITES LATER
Power	Outlet placement, a dedicated circuit, and load — not a shared break-room circuit.	A shared or distant circuit stalls power-up on install day.
Network	LAN/port availability and the drop location relative to the cabinet mount.	A port 40 ft away means a floor-run cable or a broken planogram.
Mounting	Wall type, ceiling type, load capacity, obstructions and clearances.	A wrong-anchor mount fails under load — a safety issue with patients present.

2.5 · ACCESS CONTROL & THE LOCKSMITH

The room's door is part of the system. The access-control method is decided during the survey, with a locksmith consulted on compatibility with the existing door and hardware. Access maps to the role model: yellow key for consumers who retrieve supplies, blue fob for suppliers who replenish. A door constraint discovered at the survey is a customer pre-install task; discovered on install day, it is a room that cannot be secured or handed over.

2.6 · OUTCOMES

Finalized room list and room deployment plan.

Documented floor and room layouts to support installation and configuration.

Confirmation of installation requirements and any required facility preparations.

Identification of action items, owners, and timelines prior to installation.

2.7 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
"The other rooms are basically the same"	Time pressure and a confident host make copying feel safe.	Walk and map every deployment area yourself, to the same standard. Rooms differ in the one dimension that matters.
Guessing infrastructure	The right person (facilities/electrician) isn't on-site to confirm.	Log every unknown as an action item with an owner and a due-before-install date. Never ship a guess for a load-bearing or electrical fact.
Deferring the door to install day	Access control feels like a detail next to the build.	Plan access control and consult the locksmith at the survey — it's the one thing you can't reorder overnight.

2.8 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Surveyed every deployment area on-site and documented layouts in Space Planning Software

Assessed power, network, and mounting for each room and captured concrete values

Planned access control and identified when a locksmith consult is required

Turned every unknown into an action item with an owner and a due-before-install date

Produced a finalized room list and deployment plan

2.9 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 02

Site Survey Form · Space Planning Software (floorplanner.com)

Next chapter · Phase 03 — SKU List & Shelf Planning

Academy›Stage 1 · Plan & Design›SKU List & Shelf Planning

SKU List & Shelf Planning

PHASE 03 OF 10LED BY CUSTOMER + AUTONOMIREMOTE — DATA & DESIGN

RIVERSIDE STATEFIELDS VALIDATEDCELLS SIZEDTRAYS CALCULATEDLIST FROZEN

MODULE 03 · ~15 MIN

One customer spreadsheet decides every shelf, tray, and cell in the room.

Everything physical downstream is calculated from the SKU list. This is the phase where ops earns — or loses — the timeline. Back to Riverside: install is eight days out.

YOU'RE ON THE HOOK

Riverside's SKU list finally lands — 300 rows. But 12 have no min/max, and 6 have no SKU code. Install is in 8 days.

What do you do in the next hour?

✓ RIGHT — THIS IS THE JOBData accuracy is the customer's responsibility; keep it there. Naming the exact rows makes the fix easy, the deadline protects your planning window, and flagging risk early means nobody is surprised later.

✗ TEMPTING — AND HOW TIMELINES DIEYou just took ownership of the customer's data. When your guessed min/max is wrong, the trays are wrong — and it's now your error. Never guess inventory levels. Bounce it back today.

✗ "FLEXIBLE SPACE" ISN'T A PLANShelf count and tray sizes are calculated, not padded. 18 unknown SKUs could need one tray or a full shelf — and install week is the most expensive time to find out. Force the fix now.

THE RULE

A SKU list is complete when it has five fields.

1Product name

2Product SKU code

3Min level

4Max level

5Department — only when a room is shared by multiple departments

Because whoever fixes the data owns the data. These fields drive physical calculations — min/max sets tray count, the SKU code retrieves product dimensions. If ops guesses a value and the tray comes out wrong, the error transfers from customer to Autonomi, along with the cost of re-cutting trays on install week. Bouncing it back keeps ownership where the contract puts it: the customer provides accurate data; ops validates it.

SIZING A CELL

Three methods. Trust them in this order.

1 · DimensionsRecommended items-per-cell × box or item dimensions = space required. Ground truth.PREFERRED — USE WHENEVER DIMENSIONS EXIST

2 · ReferenceLook the product up in the Autonomi system; reuse a calculation from another account.RELIABLE — VERIFIED BY A REAL DEPLOYMENT

3 · AI assistChatGPT or Claude with cell sizes, full description, and manufacturer.LAST RESORT — NEVER SHIP WITHOUT A SANITY CHECK

The methods are ranked by how the number was verified. Dimensions are physical fact. A reference already survived a real deployment — someone stocked that tray and it worked. An AI estimate has survived nothing: it's a plausible guess about box sizes. A cell 2 cm too small doesn't fail on your screen — it fails on install day, with the product physically not fitting. Speed is worthless if the room has to be re-cut.

MIN vs MAX

One number shapes steel. The other shapes behavior.

MAXThe ceiling. Right after replenishment every unit up to max is physically present — so tray capacity must cover the max. Max drives the tray count.

MINA trigger, not a size. When on-hand hits min, the system flags the SKU and Suppliers replenish. Min drives timing, not space.

e.g.Speculum, min 4 / max 20, tray holds 8 → 20 ÷ 8, round up = 3 trays. Sizing to min (4) would overflow on the first restock.

Because the shelf has to hold the room's fullest moment, not its emptiest. Max is when every unit is present and needs a slot; min is just the level that says "reorder now." Size trays to min and every replenishment overflows the cell. One number shapes the steel you install; the other shapes the behavior of the people restocking it.

TRY IT

The list is approved and frozen. Two weeks before install, the customer adds 40 "forgotten" SKUs.

✓ RIGHTThe freeze isn't a wall, it's a gate. Changes re-enter through impact assessment — and the customer decides with the real cost in front of them. Quiet absorption hides the cost; flat refusal burns the relationship.

✗ NOT QUITEThe freeze is a gate, not a wall. 40 SKUs may shift shelf count, tray sizes, even the install date — the move is a structured impact assessment the customer signs off on.

CHECK 1 OF 3

A product has no dimensions on file, but you find it was planned for another account last quarter. The GM says "just ask ChatGPT, it's faster."

✓ RIGHTMethod 2 (reference) outranks Method 3 (AI). Real planning data from another account was verified by an actual deployment. AI is the last resort — and even then it gets a sanity check.

✗ NOT QUITEThe hierarchy is dimensions → reference → AI. Verified data from another account exists, so it wins. Averaging a verified number with an unverified guess only degrades the verified one.

CHECK 2 OF 3

The Department field is blank on every row of an otherwise perfect SKU list. When is that a problem?

✓ RIGHTDepartment is conditionally required: it matters exactly when more than one department uses the same room, because it determines how the room is segmented. Single-department rooms don't need it.

✗ NOT QUITEDepartment is the one conditional field — required only when departments share a room. Blanket rejection wastes a cycle; ignoring it in a shared room breaks the planogram.

CHECK 3 OF 3

A row on the otherwise-clean list lists a max of 2,000 boxes of gauze for a small clinic. Obvious typo.

✓ RIGHTValidation isn't just blank fields — it's values that can't be true. A max of 2,000 would consume shelves the room doesn't have. You don't fix it yourself (that's guessing); you bounce it as a data-quality check, same as a missing field.

✗ NOT QUITESizing to 2,000 eats the whole room; capping it yourself means you now own a number you invented. Validation includes implausible values — flag it back to the customer to correct, don't guess.

🥉

Module 03 complete.

Phase output: approved SKU list for deployment · finalized shelf & tray configuration · storage design confirmed against inventory levels.

Next · Module 04 — Planogram Planning.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

12CSCollect product list + Min/Max — Client provides product names, SKUs, and Min/Max quantities per product; list checked for completeness before proceeding, min/mx, order and reporting

13CSEstimate product dimensions — Dimensions estimated from experience, prior installs, online lookup, or AI assist — clients rarely have exact dimensions on hand.

14CSDetermine shelf type — 8kg vs. 20kg shelf decided based on product weight; unstable products (loose items, masks) flagged for a front border.

15CSSource product images — Product images found and attached in the Planogram Tool.

16CSCell type assignment & calculation — Cell type (2/3/4/6) and quantity assigned per SKU, using the reference database, prior installs, or dimension-based calculation.

17IMInternal sign-off on cell/shelf plan — Cell and shelf plan reviewed and approved internally before the planogram is built, to catch sizing or scope issues early.

THE FIVE REQUIRED FIELDS

A SKU list is complete only with: product name · SKU code · min level · max level, plus department when a room is shared. Anything less goes back — no guessing.

SIZING A CELL · IN ORDER OF TRUST

METHOD	WHEN
1 · Dimensions	Preferred — items-per-cell × box size. Use whenever dimensions exist.
2 · Reference	Reliable — reuse a calculation from another account in the system.
3 · AI assist	Last resort — never ship without a sanity check.

MIN vs MAX

Max shapes steel; min shapes behavior. Tray capacity must cover the max (max ÷ units-per-tray, round up). Min is the reorder trigger, not a size.

DON'T LEAVE WITHOUT

Approved SKU list — all 5 fields, validated, no implausible values

Finalized shelf & tray configuration

Written confirmation the storage design supports operations — then freeze the list

TRAPS

TRAP	THE MOVE
Accepting an incomplete list "to save time"	Bounce it same-day with exact rows named; data accuracy is the customer's.
Treating AI-assist as authoritative	It's method 3 of 3 — sanity-check every AI-sized cell.
Not locking the list after approval	State the freeze in writing; late changes shift config, timeline, scope.

3.1 · PURPOSE AND POSITION IN THE PROCESS

After the room layout and space planning are complete, the customer's SKU list is collected to plan the shelf configuration. The SKU list determines the number of shelves, tray sizes, and the overall storage configuration — every physical decision downstream is calculated from it.

This is the phase where the timeline is most exposed to data quality. A late or inaccurate list shifts shelf configuration, tray sizing, and the install date. Ops validates; the customer owns accuracy.

3.2 · THE FIVE REQUIRED FIELDS

At a minimum, the SKU list must include the following, used to retrieve product dimensions and calculate storage capacity.

FIELD	WHY IT'S NEEDED
Product name	Human identification of the item.
Product SKU	Unique code used to retrieve dimensions and reference data.
Min level	Reorder trigger — when on-hand hits it, replenishment is flagged.
Max level	Physical ceiling — tray capacity must cover it.
Department	Conditional — only when multiple departments share one room; drives in-room segmentation.

3.3 · PLANNING SCOPE

Determine the required shelf count.

Determine tray sizes based on product dimensions.

Calculate the number of trays per SKU from min/max levels.

Validate that shelf and tray configuration aligns with the approved room layout (Phase 02).

3.4 · SIZING A CELL — THREE METHODS

The methods are ranked by how the number was verified. Use the highest available; never let a lower method override a higher one.

METHOD	HOW	TRUST
1 · Dimensions	Recommended items-per-cell × box or item dimensions → space required.	Ground truth. Preferred.
2 · Reference	Look the product up in the Autonomi system; if planned for another account, reuse that data.	Verified by a real deployment.
3 · AI assist	ChatGPT or Claude with cell sizes, full product description, and manufacturer.	Unverified — last resort, always sanity-checked.

3.5 · MIN, MAX, AND PHYSICAL CAPACITY

The min level is an operational trigger: when on-hand count reaches min, the SKU is flagged for replenishment and Suppliers see it in their queue. The max level is a physical commitment: tray capacity must cover it entirely, because immediately after replenishment every unit up to max is present in the cell. Sizing to anything less than max guarantees overflow on the first restock. Worked example: min 4 / max 20, a tray holds 8 → ⌈20 ÷ 8⌉ = 3 trays.

3.6 · DATA OWNERSHIP

The customer is responsible for providing an accurate and complete SKU list, including correct identifiers and min/max levels. Ops validates — blank fields and implausible values (a max of 2,000 gauze boxes for a small clinic) are bounced back the same day, with the exact rows named. Ops never fills gaps or "fixes" values itself; doing so transfers ownership of the error. Changes after approval may impact shelf configuration, timelines, and deployment scope.

3.7 · OUTCOMES

Approved SKU list for deployment.

Finalized shelf and tray configuration.

Confirmation that the storage design supports operational requirements and inventory levels — then the list is frozen.

3.8 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
Accepting an incomplete list	Deadline pressure makes "fix it later" tempting.	Bounce it same-day with exact rows named. Data accuracy is the customer's responsibility.
AI-assist treated as authoritative	It's fast and sounds confident.	It's method 3 of 3. Sanity-check every AI-sized cell against dimensions or a reference.
List not frozen after approval	Nobody stated the freeze, so the customer treats the list as live.	State the freeze in writing and repeat it. Post-freeze changes go through impact assessment.

3.9 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Requested a SKU list with all 5 fields and a schedule-safe due date

Validated a real list and correctly bounced blank fields and implausible values — same day

Sized a cell with Method 1 and cross-checked with Method 2

Calculated trays per SKU from max and can explain why not min

Can explain the data-freeze rule to a customer in their own words

3.10 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 03

Baseline Lists GYN & UCPCP.xlsx (example SKU list) · Data Template

Next chapter · Phase 04 — Planogram Planning

Academy›Stage 1 · Plan & Design›Planogram Planning

Planogram Planning

PHASE 04 OF 10LED BY AUTONOMIREMOTE — DESIGNLAST PHASE OF STAGE 1

RIVERSIDE STATEGROUPED BY WORKFLOWVALIDATED vs TRAYSIN APPROVED TOOLPLANOGRAM APPROVED

MODULE 04 · ~15 MIN

The shelves are sized. Now decide what goes where.

You've got Riverside's approved SKU list and tray configuration from Phase 03. The planogram is the map of every product's home on the shelf — and a good one is the difference between staff grabbing a glove in two seconds or hunting for it mid-procedure.

This is the last phase of Stage 1. Clear it and the plan is locked.

YOU'RE ON THE HOOK

You're laying out Riverside's planogram. The GM says: "Just put everything in alphabetical order — easiest for staff to find things."

Sounds reasonable. Is it?

✓ RIGHTA planogram optimizes shelf-space and organizes products by operational workflow, category, and usage — not the alphabet. Items used together sit together; high-velocity items land within easy reach. Then you validate placement against tray sizes and min/max levels.

✗ TIDY, BUT WRONGAlphabetical scatters a procedure's supplies across the room — gauze here, gloves three shelves away. Staff don't work in alphabetical order; they work in workflows. Group by how the room is actually used.

✗ OPTIMIZES THE WRONG PERSONSupplier convenience matters, but the planogram is built around the people who retrieve supplies all day, organized by workflow and usage. Replenishment efficiency is validated after, not the organizing principle.

WHAT A PLANOGRAM DOES

It turns a shelf of boxes into a workflow.

1Optimizes shelf-space utilization

2Groups products logically by operational workflow

3Organizes by category, usage, or other defined criteria

4Validates placement against tray sizes and min/max levels

5Reviews accessibility, replenishment efficiency, and usability

Because the shelf serves work, not filing. Staff reach for supplies in the sequence of a task — so the layout is organized by workflow and usage, the way Space Planning Software organizes the room. Alphabetical or vendor order optimizes for a sorting logic nobody uses at the point of care, and quietly slows every retrieval.

THE PLACEMENT LOGIC

Three lenses, applied together.

By workflowItems used in the same procedure sit adjacent — grab them in one motion.ADJACENCY = FEWER STEPS PER TASK

By velocityHigh-turnover items go at eye level and easiest reach; rare items to the edges.PRIME SPACE FOR FAST MOVERS

By categoryLike with like — gloves with gloves, dressings with dressings.PREDICTABLE, LEARNABLE LAYOUT

Eye-level and mid-reach is the prime real estate of any shelf — fastest to see, fastest to grab, no bending or reaching. Put the items retrieved dozens of times a day there and you shave seconds off the most frequent action in the room. Bury a fast mover on the bottom shelf and you tax staff on every single retrieval.

VALIDATE BEFORE YOU SHIP

A pretty layout that doesn't fit is worthless.

1Placement fits the tray sizes from Phase 03

2Each cell holds the SKU's max level — no overflow

3Accessible for consumers retrieving supplies

4Efficient for suppliers to replenish

5Built in the approved planogram tool and required data format

Because the planogram has to load into the system and drive the physical build. A layout in your own spreadsheet is a picture; the approved tool and data template produce a file the deployment can actually consume — validated format, correct fields, no manual re-entry on install day. Detailed formatting lives in the Planogram Tool docs and Data Template.

TRY IT

One SKU is retrieved dozens of times a day — by far the busiest item in the room. Where does it go?

✓ RIGHTVelocity earns prime space. The item grabbed most often goes where it's fastest to see and reach — eye level, on the path staff already walk. That single choice compounds across dozens of retrievals a day.

✗ NOT QUITEPrime space goes to the fastest-moving item, not the most expensive or the leftover gap. Eye-level, easy-reach, on the workflow path — that's where the busiest SKU belongs.

CHECK 1 OF 3

Two products are always used together in one procedure. The planogram tool suggests splitting them across shelves to balance space better.

✓ RIGHTLogical grouping by workflow is the organizing principle; space optimization serves it, not the other way around. Items used together stay together — you rebalance space with the SKUs that aren't workflow-linked.

✗ NOT QUITEEven spacing isn't the point — workflow is. Splitting a paired procedure across shelves costs staff a walk mid-task on every use. Keep the pair adjacent and balance space using unlinked items.

CHECK 2 OF 3

You've built a genuinely great planogram — in a spreadsheet of your own design. Ready to hand it off?

✓ RIGHTThe layout is only half the deliverable; the format is the other half. The approved tool and data template produce a file the system ingests directly. Your own spreadsheet means manual re-entry and errors on the worst possible day.

✗ NOT QUITEA great layout in the wrong format doesn't deploy. Planogram planning "must be completed using the approved tool and required data format" — converting on install day is exactly the scramble the rule exists to prevent.

CHECK 3 OF 3

A placement looks perfect, but one SKU's tray in that cell can't hold its full max level.

✓ RIGHTValidation against tray sizes and min/max is non-negotiable — a cell that can't hold max overflows on the first restock. Fix the placement or the cell and re-validate. You never quietly change the customer's min/max to paper over it (that's their data — Phase 03).

✗ NOT QUITE"Restock more often" defeats the design, and lowering the max yourself edits the customer's data. The planogram must be validated against tray sizes and min/max — adjust the placement or cell, then re-check.

🥇

Module 04 complete — Stage 1 cleared.

Phase output: approved planogram for deployment · optimized shelf & product organization · layout confirmed to support operations and inventory management.

Stage 1 complete — GATE 1 · PLAN LOCKED. Next · Module 05 — Customer Logistics (Stage 2 begins).

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

18CSBuild the planogram — Visual shelf layout built in the Planogram Tool — placement, grouping, validated against tray sizes and min/max.

19IMVerify planogram fits approved scope — Product list and layout checked against the approved number of bays/shelves; any overflow flagged to the client immediately.

20CSGet planogram approved — Client reviews and approves the planogram in writing — equipment is ordered only after this.

21IMTransfer approved planogram to ops — Approved planogram handed off internally to Operations, to inform equipment allocation and shipping.

22CSTransfer project scope to Dev/hardware team — Finalized project scope shared with the relevant Dev/hardware contacts so any project-specific technical details are known ahead of installation.

WHAT A PLANOGRAM IS

The map of every product's place on the shelf. It optimizes shelf-space and organizes products by operational workflow, category, and usage — then is validated against tray sizes and min/max.

PLACEMENT LOGIC

LENS	RULE
Workflow	Items used together sit adjacent.
Velocity	Fast movers at eye level / easy reach; rare items to the edges.
Category	Like with like — predictable, learnable.

VALIDATE BEFORE SHIP

Fits tray sizes from Phase 03

Every cell holds the SKU's max level — no overflow

Accessible for consumers, efficient for suppliers

Built in the approved planogram tool + data template

DON'T SHIP WITHOUT

Approved planogram — customer signed off

In the approved tool & format — loads into the system

Validated against tray sizes and min/max

TRAPS

TRAP	THE MOVE
Alphabetical or by-vendor ordering	Organize by workflow & usage — how staff actually work.
Great layout in your own spreadsheet	Rebuild in the approved tool + data format; it has to load.
Placement that ignores tray/min-max	Validate every cell against tray size and max; fix & re-check.

4.1 · PURPOSE AND POSITION IN THE PROCESS

After shelf and tray planning, the planogram optimizes shelf utilization and organizes products in a logical, operationally efficient manner — designing and optimizing shelf-level product placement, just as Space Planning Software plans the facility layout. It is the final phase of Stage 1: once approved, the plan is locked and readiness begins.

4.2 · PLANNING SCOPE

Optimization of shelf-space utilization.

Logical grouping of products based on operational workflows.

Organization of products by category, usage, or other defined criteria.

Validation that placement aligns with tray sizes and inventory min/max levels.

Review of accessibility, replenishment efficiency, and usability.

4.3 · THE PLACEMENT LOGIC

Three lenses applied together turn a sized shelf into a workflow.

LENS	WHAT IT MEANS	WHY IT PAYS OFF
By workflow	Products used in the same procedure are placed adjacent.	Staff gather a task's supplies in one motion, not a walk around the room.
By velocity	High-turnover items at eye level and easiest reach; rare items to the edges.	The most frequent action in the room becomes the fastest.
By category	Like items grouped — gloves with gloves, dressings with dressings.	A predictable, learnable layout new staff pick up quickly.

4.4 · TOOL & DATA FORMAT

Planogram planning must be completed using the approved planogram tool and the required data format. The layout is only half the deliverable — the format is what lets the planogram load into the system and drive the physical build without manual re-entry on install day. Detailed formatting instructions live in the referenced Planogram Tool documentation and Data Template. A great layout in an ad-hoc spreadsheet does not deploy.

4.5 · VALIDATION

Before a planogram is approved it is validated on every axis:

Placement aligns with the tray sizes established in Phase 03.

Each cell holds the SKU's max level — no overflow on replenishment.

Accessible for consumers retrieving supplies; efficient for suppliers replenishing.

Reviewed for accessibility, replenishment efficiency, and usability.

If a placement can't hold a SKU's max, the fix is to adjust the placement or cell and re-validate — never to quietly change the customer's min/max (that is their data; see Phase 03).

4.6 · OUTCOMES

Approved planogram for deployment.

Optimized shelf and product organization.

Confirmation that the shelf layout supports operational efficiency and inventory management.

4.7 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
Alphabetical / by-vendor ordering	It feels intuitive and easy to explain.	Organize by operational workflow and usage — the way staff actually retrieve supplies.
Layout built in an ad-hoc spreadsheet	The tool feels like extra overhead once the layout is "done".	Build in the approved planogram tool and data format so it loads into the system directly.
Placement that ignores tray/min-max	The layout is judged by looks, not by fit.	Validate every cell against tray size and max level; adjust and re-check before approval.

4.8 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Built a planogram organized by workflow, velocity, and category

Placed high-velocity SKUs in prime (eye-level, easy-reach) positions

Validated every placement against tray sizes and min/max levels

Produced the planogram in the approved tool and required data format

Obtained customer approval before the plan was locked

4.9 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 04

Planogram Tool · Data Template · Training Guide

Stage 1 complete → GATE 1 · PLAN LOCKED. Next chapter · Phase 05 — Customer Logistics

Academy›Stage 2 · Readiness›Customer Logistics

Customer Logistics

PHASE 05 OF 10LED BY CUSTOMEROPS TRACKS & CHASES

RIVERSIDE STATEINFRASTRUCTURE DONEROOM CLEAREDDATES SCHEDULEDSITE READY

MODULE 05 · ~15 MIN

The plan is locked. Now Riverside has to get the building ready.

Stage 2 is readiness. This phase is the customer's to execute — electrical, network, clearing the room — but it's yours to track. Every prerequisite here is a gate in front of delivery and installation.

The theme of this phase: delays cascade. A prep item that slips doesn't slip alone — it drags delivery, install, and training with it.

YOU'RE ON THE HOOK

Delivery is Monday, install Tuesday. It's the Thursday before. You ask the GM if electrical and network are done — "Not yet, but we'll knock it out this weekend, no problem."

What do you do?

✓ RIGHTAll infrastructure and room prep must be complete before delivery and installation — that's the rule the whole phase turns on. "We'll knock it out" is a hope, not a confirmation. Get specifics, or move the date before a truck and a crew arrive to a room with no power.

✗ HOPE ISN'T A PLANA weekend of good intentions doesn't power a room. Delivering to unfinished infrastructure wastes a shipment and an installer day, and it's your timeline that takes the hit. Confirm concretely or slip the date.

✗ THAT'S HOW DAYS BURNInstallers can't conjure a circuit or a network drop. Prep must finish before delivery — an install crew standing in an unready room is the most expensive possible place to discover it.

THE CUSTOMER'S CHECKLIST

What Riverside must finish before delivery.

1Electrical infrastructure installed per the site survey

2LAN / network ports installed per the site survey

3Network / cybersecurity coordination — ports, NAC, firewall (when applicable)

4Room cleared by staff a day before install; debris & furniture removed

5Staging area designated for delivery & install materials

6Delivery, installation, and training dates scheduled

Because it's their building — their electricians, their network, their rooms, their staff. Autonomi specifies exactly what's needed (in the site survey documentation), but the customer executes it. Your role is to hand over the requirements early, track them against the delivery date, and escalate the moment one is slipping.

THE DEPENDENCY CHAIN

Why one slip moves everything.

Infrastructure → DeliveryElectrical & network must be in before hardware arrives, or it ships to a dead room.HARD GATE BEFORE DELIVERY

Room cleared → InstallThe room is cleared a day prior; a full room on install morning stalls the build.HARD GATE BEFORE INSTALL

Dates set → The visits happenDelivery, install, and training dates are all scheduled up front.NO DATE = NO VISIT

The phases are sequential and each waits on the one before. Electrical slips → delivery slips → install slips → training slips → go-live slips. A single unfinished circuit can move the whole project a week, which is why you track prep against the delivery date and raise slippage early, while there's still time to recover.

YOUR JOB IN A CUSTOMER-LED PHASE

You don't do the work — you own the outcome.

1Hand over the requirements early, tied to the site survey documentation

2Track completion against the delivery date

3Confirm concretely — "done" means verified, not promised

4Escalate slippage before it reaches delivery

Ownership of the tasks is theirs; ownership of the timeline is yours. If prep slips and you find out when the truck arrives, "it was their job" is cold comfort — the failed install is still yours to reschedule. Tracking is how you convert their tasks into your confidence.

TRY IT

Delivery is tomorrow. Which unfinished item most clearly means you should NOT deliver yet?

✓ RIGHTInfrastructure is the hard gate: hardware delivered to a room with no power or network is a wasted shipment. A missing training date is fixable by phone; a couple of boxes clear in minutes. No power/network = don't deliver.

✗ NOT QUITEThe training date can be set by phone and stray boxes clear fast. The one that actually stops the truck is electrical and network not installed per the survey — deliver into that and the shipment and crew are wasted.

CHECK 1 OF 3

IT confirms the network drop is physically in — but nobody looped in cybersecurity about firewall / NAC rules for the devices. Install is in 3 days.

✓ RIGHTA live port isn't the same as an allowed device. NAC/firewall rules can block the system from the network entirely — discovered on install day, that's a system you built but can't bring online. Confirm the coordination now.

✗ NOT QUITEA physical port means nothing if NAC/firewall blocks the device. Network/cybersecurity coordination is explicitly a prerequisite — surface it now so security clears the devices before, not during, install.

CHECK 2 OF 3

The GM wants to keep the supply room in full use until install morning "so we don't lose a day of patients."

✓ RIGHTClearing the room a day before is a listed prerequisite for a reason: the install needs an empty, quiet space to start clean. "Clear it install morning" eats the front of install day and risks the whole schedule. Empathize, but hold the line.

✗ NOT QUITEInstallers can't build around a working supply room. Clearing it the day prior is the prerequisite; doing it on the morning burns install hours you can't get back. Hold the line, kindly.

CHECK 3 OF 3

Electrical, network, and room clearance are all confirmed — but the customer never scheduled the training date. Install is set.

✓ RIGHTDelivery, install, and training dates are all scheduled in this phase. Training is the day-after-install setup that makes users independent — an installed room nobody's trained on isn't operational. Get the date on the calendar now.

✗ NOT QUITETraining isn't an afterthought — it's a scheduled prerequisite and it happens the day after install. Leave it unscheduled and you get a built room that never gets adopted. Lock the date now.

🥉

Module 05 complete.

Phase output: site readiness confirmed for delivery & installation · delivery/install/training dates finalized · risk of cascading delays reduced.

Next · Module 06 — Autonomi Logistics.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

26IMSend Pre Go-Live Checklist — Checklist sent to the client covering product list, min/max, network readiness, planogram approval, and room clearance — everything needed before an install date is confirmed.

29IMConfirm client IT contact availability for install day — A client IT contact confirmed as available on install day, in case network or access issues come up on-site.

30IMCustomer logistics prep — Electrical and LAN/network ports installed, room cleared a day prior, staging area designated, delivery/install/training dates scheduled — all on the client side.

31IMCoordinate working hours & permits — Facility working-hour restrictions and any access permits required for installation confirmed with the client ahead of time.

THE PRINCIPLE

Customer executes; you track. Delays cascade. Every prep item must be complete before delivery — track it against the delivery date and escalate slippage early.

CUSTOMER PRE-INSTALL CHECKLIST

Electrical installed per the site survey

LAN / network ports installed per the site survey

Network/cybersecurity coordination — ports, NAC, firewall (if applicable)

Room cleared a day prior; debris & furniture removed

Staging area designated

Delivery, install & training dates scheduled

THE DEPENDENCY CHAIN

GATE	MUST PRECEDE
Electrical + network in	Delivery of hardware
Room cleared	Installation
Dates scheduled	Each visit happening

DON'T PROCEED WITHOUT

Infrastructure confirmed done — verified, not promised

Room clearance committed for the day prior

All three dates — delivery, install, training — on the calendar

TRAPS

TRAP	THE MOVE
"We'll knock it out this weekend"	Get concrete confirmation, or slip the date before delivery.
Port is in, but no NAC/firewall coordination	Confirm security will allow the devices before install.
Room kept in use until install morning	Room cleared a day prior — hold the line.

5.1 · PURPOSE AND POSITION IN THE PROCESS

Following planogram approval, customer-led logistics planning prepares the facility for installation. This step ensures all pre-installation requirements are completed and the site is ready for delivery, installation, and training. The customer completes all preparations in accordance with the site survey documentation and agreed timelines.

It opens Stage 2 (Readiness). The work is the customer's; the timeline risk is Autonomi's — which is why the operations lead tracks every item against the delivery date.

5.2 · CUSTOMER PRE-INSTALLATION REQUIREMENTS

Installation of electrical infrastructure, as defined in the site survey documentation.

Installation of LAN/network ports, as defined in the site survey documentation.

Coordination with the client's network and cybersecurity teams for port / NAC / firewall configuration, when applicable.

Temporary clearance of the installation room by client staff, a day prior to installation.

Removal of debris, furniture, and any non-required items from the installation area.

Designation of a staging area for delivery and installation materials.

Scheduling of delivery for all items required for installation.

Scheduling of the installation date and time.

Scheduling of the training date and time.

5.3 · DEPENDENCIES

All infrastructure work and room preparations must be completed prior to delivery and installation. Delays in customer logistics preparation may impact installation and training timelines. The phases are sequential: a slipped prerequisite pushes delivery, which pushes installation, which pushes training and go-live.

5.4 · THE OPERATIONS LEAD'S ROLE

This is a customer-led phase, but not an unmanaged one. The operations lead: hands over the requirements early (anchored to the site survey documentation); tracks completion against the delivery date; confirms concretely rather than accepting verbal assurances; and escalates any slippage before it reaches delivery. Ownership of the tasks is the customer's; ownership of the timeline is Autonomi's.

5.5 · OUTCOMES

Site readiness confirmed for delivery and installation.

Delivery, installation, and training schedules finalized.

Reduced risk of delays during deployment.

5.6 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
"We'll knock it out this weekend"	Optimism and a desire not to look unprepared.	Get concrete confirmation the work is scheduled to finish before delivery, or slip the date.
Physical port in, no security coordination	The visible task (the port) looks done; NAC/firewall is invisible.	Confirm network/cybersecurity will allow the devices before install day.
Room kept in use until install morning	Losing a day of patients feels costly.	Room cleared a day prior — a full room on install morning costs far more.

5.7 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Handed the customer the pre-install requirements tied to the site survey

Tracked prep completion against the delivery date and confirmed concretely

Escalated a slipping prerequisite before it reached delivery

Confirmed delivery, installation, and training dates were all scheduled

5.8 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 05

Site Survey documentation (defines the electrical/network requirements)

Next chapter · Phase 06 — Autonomi Logistics

Academy›Stage 2 · Readiness›Autonomi Logistics

Autonomi Logistics

PHASE 06 OF 10LED BY AUTONOMIYOUR LOGISTICS

RIVERSIDE STATEINVENTORY VERIFIEDSITE RE-CONFIRMEDKIT STAGED ON-SITEREADY TO INSTALL

MODULE 06 · ~15 MIN

Riverside's side is ready. Now yours has to be.

This is Autonomi's mirror of Phase 05 — your logistics. Inventory, installers, shipping, and an on-site pre-check a day or two before the build.

The habit this phase builds: verify, don't assume. "The system says it's allocated" is not the same as "I confirmed it's on the truck."

YOU'RE ON THE HOOK

Install is in 4 days. Your warehouse system shows the shelving allocated — but you haven't physically confirmed the trays and accessories are pulled, or that the installer is booked. The GM keeps asking for reassurance.

What do you do?

✓ RIGHTAutonomi readiness means you personally verify: inventory in the main and secondary/local storage, every piece of hardware allocated, and the installer confirmed for the date. "Allocated in the system" is a status, not a verification — and trays love to hide in local storage.

✗ REASSURANCE ISN'T READINESSA system record isn't a pulled, staged kit on a truck. Reassuring the GM on a status you haven't verified is how you end up one tray short on install morning. Verify, then reassure.

✗ IT'S YOUR NAME ON THE INSTALLThe customer prep is only half of readiness — the Autonomi half is yours to own. Assuming the warehouse "has it" is exactly the gap that strands an install.

WAREHOUSE & INVENTORY READINESS

Confirm the hardware exists — everywhere it lives.

1Verify inventory availability in the main warehouse

2Verify inventory in secondary / local storage

3Confirm all hardware, shelves, trays & accessories are allocated for this install

Because stock lives in more than one place. The main warehouse system can look complete while the trays you need are sitting in a local self-storage unit that system doesn't track. Checking both — and staging a consolidated kit from local storage — is how you avoid the "we have it, just not here" surprise on install day.

TEAM & SITE VERIFICATION

Re-confirm the whole picture, including the customer's.

1Installer availability confirmed for the date; internal teams aligned

2Customer's logistics team has cleared the install room

3Electrical & LAN installations complete per the site survey

4Network/cybersecurity confirmed; technicians available install day if applicable

5Customer has the required medical supplies for the training day

Phase 05 is where the customer commits; Phase 06 is where you verify it actually happened, days before you commit a truck and a crew. Trust from Phase 05, confirmation in Phase 06. The cost of re-checking is a phone call; the cost of not is a stranded install.

SHIPPING, ROUTE & THE ON-SITE PRE-CHECK

Get it there — and start install day already ahead.

1Confirm the delivery route: truck parking, offload location, storage, hallway/elevator size, labor needed

2Schedule shipment so timelines align with the install date

3Arrange where cartons & trash go during install

41–2 days prior, on-site: verify items arrived, stage the kit, build the network cabinet, confirm trash pickup, double-check internet & power

Because a 7-foot shelving unit that won't fit the freight elevator is a catastrophe you discover with a truck idling outside. Parking, offload, hallway and elevator dimensions, and labor all get confirmed before shipment. The on-site pre-check the day before means install day starts with a built cabinet and verified stock, not a scavenger hunt.

TRY IT

It's the evening before install. Your 1–2-day-prior site visit is done and everything arrived — but the network cabinet isn't built yet.

✓ RIGHTBuilding and staging the network cabinet is explicitly part of the 1–2-day-prior prep. Do it the night before and install day opens with connectivity ready instead of a crew waiting on a cabinet. Prep buys you a clean start.

✗ NOT QUITEThe network cabinet is meant to be built during the pre-install prep, not on the clock during install. Leaving it for the morning eats install time and delays everything that needs the network.

CHECK 1 OF 3

The shelving units are 7 ft tall. Nobody has confirmed the freight elevator dimensions at Riverside.

✓ RIGHTRoute confirmation (parking, offload, hallway/elevator size, labor) happens before shipment for exactly this reason. A unit that won't fit the elevator strands your install at the loading dock. Measure the path before the truck rolls.

✗ NOT QUITE"Figure it out on the day" with a truck idling is the nightmare; re-ordering units abandons the plan. Confirm the full delivery route in advance — that's a listed step precisely to catch the 7-ft-unit-vs-elevator problem.

CHECK 2 OF 3

Your warehouse system shows the trays allocated — but a colleague mentions some are actually at the local self-storage, not the main warehouse.

✓ RIGHTInventory is verified in both the main warehouse and secondary/local storage, and a consolidated kit is staged from local storage. That's the exact step that prevents "allocated" trays that never make it onto the truck.

✗ NOT QUITETrusting one system misses stock in local storage; buying new trays wastes money and time. Verify both locations and stage the local-storage items into one consolidated kit before install.

CHECK 3 OF 3

Install day is confirmed, room cleared, hardware staged. The customer mentions they haven't stocked the medical supplies you'll use in training the next day.

✓ RIGHT"Confirm the customer has all required medical supplies for the training day" is explicitly part of Autonomi readiness. Training on real supplies is what makes users actually operational — verify it now, not the morning of training.

✗ NOT QUITETraining-day supplies are a listed readiness item for a reason — role-based training runs on the real stock going into the room. Confirm the customer has them; don't improvise around a gap you can close now.

🥉

Module 06 complete.

Phase output: inventory, personnel & site readiness confirmed · installation materials staged and verified on site · training-day readiness ensured · delays reduced.

Next · Module 07 — Users & Access.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

23IMRe-check site survey for additional requirements — Site survey reviewed again ahead of room prep, to catch any additional requirements missed the first time.

24IMRequest equipment from Operations — Quantity and timeline for required hardware requested from Operations, ahead of warehouse allocation and shipping.

25IMVerify warehouse & inventory — Hardware, shelves, trays, and accessories confirmed available and allocated ahead of the install date.

27TPMEnvironment setup — Approved product list and images uploaded to AWS, a new environment provisioned in the database, and the SD card prepared/loaded for the install.

28IMSchedule installation dates — Installation date coordinated with the installation technicians team's availability, then confirmed with the client.

32IMVerify equipment readiness — Shelf types, SD card testing, and converter/repeater confirmed ready before the install date is locked in.

33IMDelivery route & shipping check — Truck parking, offload location, hallway/elevator size, and labor needs checked; shipment scheduled to match the install date.

35IMOn-site staging (1-2 days prior) — Arrival of items confirmed, consolidated kit staged, network cabinet built, trash pickup and utilities confirmed live.

THE PRINCIPLE

Verify, don't assume. "Allocated in the system" ≠ "pulled, staged, and on the truck." Autonomi readiness is confirmed by you, not reported by a screen.

WAREHOUSE & INVENTORY

Verify main warehouse inventory

Verify secondary / local storage

Confirm all hardware, shelves, trays & accessories allocated

TEAM & SITE (RE-VERIFY)

Installer booked; internal teams aligned

Customer cleared the room

Electrical & LAN done per survey

Network/cyber confirmed; techs on install day if applicable

Customer has medical supplies for training day

SHIPPING & ON-SITE PRE-CHECK (1–2 DAYS PRIOR)

ROUTE	PRE-CHECK
Parking · offload · storage · hallway/elevator size · labor	Items arrived · kit staged · network cabinet built · trash pickup · internet & power

TRAPS

TRAP	THE MOVE
7-ft unit vs. unmeasured elevator	Confirm the full delivery route before shipment.
"Allocated" trays hiding in local storage	Verify both locations; stage a consolidated kit.
Network cabinet left for install morning	Build & stage it during the day-prior pre-check.

6.1 · PURPOSE AND POSITION IN THE PROCESS

Following customer approval of the planogram and confirmation of a proposed installation date, Autonomi initiates pre-installation readiness and coordination — ensuring inventory, personnel, logistics, and site conditions are fully aligned prior to installation. It is the Autonomi-side mirror of Phase 05: the customer prepares the building; Autonomi prepares everything it will bring to it.

6.2 · WAREHOUSE & INVENTORY READINESS

Verify inventory availability in the main warehouse.

Verify inventory availability in secondary or local storage.

Confirm all required hardware, shelves, trays, and accessories are allocated for the installation.

6.3 · TEAM & SITE VERIFICATION

Confirm installer availability for the scheduled date and align internal teams on scope and timing.

Verify the customer's logistics team has cleared the installation room.

Verify completion of electrical and LAN installations per the site survey documentation.

Verify networking/cybersecurity confirmation and availability of technicians on install day, if applicable.

Confirm the customer has all required medical supplies available for the training day.

Phase 05 is where the customer commits to this prep; Phase 06 is where Autonomi verifies it actually happened before committing a crew.

6.4 · SHIPPING & LOGISTICS COORDINATION

Confirm the delivery route, checking each of: truck parking, offload location, sufficient storage, hallway / elevator size, and labor required. Schedule shipment of all items required for installation and confirm timelines align with the installation schedule. Confirm with the client where cartons and trash can be disposed of during installation.

6.5 · ONE–TWO DAYS PRIOR · ON-SITE PREPARATION

Conduct an on-site visit to verify all items have arrived from the main warehouse.

Prepare and stage a consolidated kit with all items required from local or self-storage.

Build and prepare the network cabinet for installation.

Confirm a designated trash area and that the customer has scheduled a trash pickup.

Double-check that internet and electricity are installed at the designated area.

6.6 · OUTCOMES

Inventory, personnel, and site readiness confirmed.

Installation materials staged and verified on site.

Training-day readiness ensured; reduced risk of delays or issues.

6.7 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
Trusting "allocated" over verified	The system status feels authoritative.	Physically verify main + local storage and confirm the installer before reassuring anyone.
Unchecked delivery route	The route feels like the shipper's problem.	Confirm parking, offload, hallway/elevator size, and labor before shipment.
Network cabinet built on install morning	It feels like part of the install.	Build and stage it during the 1–2-day-prior on-site prep.

6.8 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Verified inventory in both main warehouse and local storage and confirmed all hardware allocated

Confirmed installer availability and re-verified the customer's site prep

Confirmed the full delivery route before scheduling shipment

Ran a 1–2-day-prior on-site pre-check: items arrived, kit staged, network cabinet built

6.9 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 06

Check List — Installation

Next chapter · Phase 07 — Users & Access

Academy›Stage 2 · Readiness›Users & Access

Users & Access

PHASE 07 OF 10LED BY CUSTOMERREQUESTED BY AUTONOMILAST PHASE OF STAGE 2

RIVERSIDE STATELIST REQUESTEDROLES MAPPEDLEAST-PRIVILEGE APPLIEDLIST APPROVED

MODULE 07 · ~15 MIN

Who gets a key, who gets the app, and who can change the settings?

The week before install, the Autonomi lead requests the user list; the customer assigns roles based on responsibilities. Get this right and access matches how people actually work — get it wrong and someone breaks the system from a laptop.

This is the last phase of Stage 2. Clear it and the site is ready to install.

YOU'RE ON THE HOOK

Riverside's GM sends back the user list — and has marked themselves and four other managers all as "Admin, so we can all fix things if needed."

Five admins. What do you do?

✓ RIGHTEach user gets the minimum access their role requires, and Admin is granted cautiously because incorrect configuration changes can hurt system operation. Re-map by what each person does: retrieves → Consumer, replenishes → Supplier, monitors → Co-Admin, truly owns the system → Admin.

✗ FLEXIBILITY IS THE RISKFive admins is five people who can misconfigure the system. Admin access is granted cautiously precisely because a wrong change degrades operation. More admins isn't resilience — it's more ways to break it.

✗ OVER-CORRECTS THE OTHER WAYCo-Admin is read-only — a manager who actually replenishes inventory needs Supplier access, not a view-only account. Match each person to what they do; don't flatten everyone to one safe-looking role.

THE FOUR ROLES

Access maps to responsibility.

Consumer · yellow keyRetrieves medical supplies. Generally does not need the application.TYPICAL: NURSES, OFFICE MANAGERS

Supplier · blue key fobReplenishes inventory; sometimes handles procurement.TYPICAL: GMs, LOCAL PROCUREMENT

Co-Admin · read-onlyMonitors usage and compliance in the app as a system of record. Cannot make changes.TYPICAL: GMs, LOCAL PROCUREMENT

Admin · full accessFull app and web console, including configuration and system changes.TYPICAL: EXECUTIVES, SYSTEM OWNERS

Because a Consumer's whole job is to take supplies out — the yellow key does that at the room. Adding an app login they'd never use is access for its own sake, which the least-privilege principle exists to avoid. Give people exactly the access their task needs, and no more.

THE ACCESS MODEL

Key, fob, or login — three ways in.

🔑Yellow key — physical retrieval, for Consumers

🔵Blue key fob — replenishment, for Suppliers

💻App / Web Console login — Co-Admins (read-only) and Admins (full)

2Two platforms: the Autonomi App and the Web Console

Because retrieving and replenishing happen at the room, physically — a key or fob is the right, frictionless tool. Monitoring and configuring happen in software, so they're login-based with real permissions behind them. Matching the credential to where the work happens keeps the common actions fast and the powerful actions controlled.

LEAST PRIVILEGE & APPROVAL

Minimum access, carefully granted.

1Assign each user the minimum access their role requires

2Grant Admin cautiously — wrong config changes can hurt operations

3The customer carefully reviews assignments before final submission

4The Autonomi lead requests the list the week before install

Admin has full access to the web console — including configuration and system changes. An incorrect change there doesn't just affect one user; it can degrade how the whole system operates. That's why Admin is granted cautiously and minimally, reserved for the true system owners, while everyone else gets exactly what their day-to-day requires.

TRY IT

A nurse who only grabs supplies during her shifts — what role?

✓ RIGHTRetrieving supplies = Consumer, with the yellow key and no app login she'd never use. That's least privilege: exactly the access her task needs.

✗ NOT QUITEShe only takes supplies out — that's a Consumer (yellow key). Co-Admin gives her a monitoring login she doesn't need; Supplier gives replenishment access that isn't her job. Match the role to the task.

CHECK 1 OF 3

A GM who approves purchasing AND wants to watch usage reports — but should never change system configuration.

✓ RIGHTMatch access to actual responsibilities: procurement/replenishment is Supplier, watching usage is Co-Admin (read-only). No configuration duties means no Admin — seniority isn't a reason to hold the keys to the config.

✗ NOT QUITEAdmin hands a non-configurer the power to break the system; Consumer strips the access they do need. GMs are typical Suppliers and Co-Admins — give both, skip Admin.

CHECK 2 OF 3

Who should actually get Admin (full access + web console configuration)?

✓ RIGHTAdmin is reserved for the people who genuinely own the system's configuration, granted cautiously. Not everyone (that multiplies risk), and not no one (someone must be able to administer it) — the minimum set of real owners.

✗ NOT QUITEAdmin-for-all multiplies the chance of a breaking change; Admin-for-none leaves the system unadministrable. It goes to the true owners only, cautiously and minimally.

CHECK 3 OF 3

The customer submits the finished user list. Before you provision it, what's the last step?

✓ RIGHTCustomers are encouraged to carefully review role assignments before final submission. A deliberate review catches the over-privileged manager or the miscategorized nurse before it becomes a live misconfiguration.

✗ NOT QUITEProvisioning first and fixing later means running on wrong access; upgrading "to be safe" is the opposite of least privilege. The last step is a careful customer review of the assignments before submission.

🥇

Module 07 complete — Stage 2 cleared.

Phase output: approved user list with clearly defined roles · role-based access aligned to responsibilities · reduced risk of misconfiguration or improper system use.

Stage 2 complete — GATE 2 · SITE READY. Next · Module 08 — Installation Day (Stage 3 begins, on-site).

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

34CSBuild & approve user access list — Requested the week before install; roles (Consumer/Supplier/Deputy Admin/Admin) assigned per user based on responsibilities.

36CSRequest Web Console user setup — Web Console user names + email domains collected at kickoff and submitted for provisioning — unlike Mobile App roles, these accounts aren't self-service.

THE FOUR ROLES

ROLE	ACCESS	DOES	TYPICAL
Consumer	Yellow key	Retrieves supplies (usually no app)	Nurses, office managers
Supplier	Blue key fob	Replenishes; sometimes procurement	GMs, local procurement
Co-Admin	Read-only login	Monitors usage & compliance; no changes	GMs, local procurement
Admin	Full + web console	Configuration & system changes	Executives, system owners

THE RULE

Minimum access per role. Grant Admin cautiously — wrong config changes hurt operations. Match the credential to where the work happens: key/fob at the room, login in software.

DON'T PROVISION WITHOUT

Each user mapped to the minimum role for their actual job

Admin limited to true system owners

Customer's careful review before final submission

TRAPS

TRAP	THE MOVE
"Make us all Admins to be flexible"	Re-map to minimum roles; Admin is granted cautiously.
Flattening everyone to Co-Admin	Read-only breaks Suppliers who must replenish — match the task.
Provisioning before customer review	Have them review assignments before final submission.

7.1 · PURPOSE AND POSITION IN THE PROCESS

Prior to installation, a user list is defined to ensure appropriate access to the Autonomi system, physical room, application, and web console. During the week before installation, the Autonomi lead requests the list; the customer assigns roles based on responsibilities and operational needs. It is the final phase of Stage 2 — once the list is approved, the site is ready to install.

7.2 · USER ROLES & DEFINITIONS

ROLE	ACCESS	RESPONSIBILITY	TYPICAL
Consumers	Yellow key	Retrieve medical supplies. Generally do not require the application.	Nurses, office managers
Suppliers	Blue key fob	Replenish inventory and, in some cases, handle procurement.	GMs, local procurement
Co-Admins	Read-only	Read-only access to the app as a system of record to monitor usage and compliance. Cannot make changes.	GMs, local procurement
Admins	Full access	Full access to the app and web console, including configuration and system changes.	Executives, system owners

7.3 · THE ACCESS MODEL

Access matches where the work happens. Retrieval and replenishment are physical, at-the-room actions carried out with a yellow key (Consumers) and a blue key fob (Suppliers). Monitoring and configuration are software actions, carried out through logins to the Autonomi App and Web Console — read-only for Co-Admins, full for Admins. Matching the credential to the work keeps frequent actions frictionless and powerful actions controlled.

7.4 · ACCESS & APPROVAL GUIDELINES

Each user is assigned the minimum level of access required to perform their role.

Admin access is granted cautiously — incorrect configuration changes may negatively impact system operation.

Customers are encouraged to carefully review role assignments before final submission.

The user list is requested by the Autonomi lead the week before installation.

7.5 · OUTCOMES

Approved user list with clearly defined roles.

Role-based access aligned with operational responsibilities.

Reduced risk of misconfiguration or improper system use.

7.6 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
"Make everyone an Admin"	Admin feels like convenience and seniority.	Re-map to minimum roles; Admin is granted cautiously to true owners only.
Flattening everyone to read-only	Over-correcting for the fear of breakage.	Co-Admin can't replenish — Suppliers need Supplier access. Match the role to the task.
Provisioning before review	Time pressure the week before install.	Have the customer carefully review assignments before final submission.

7.7 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Requested the user list from the customer the week before install

Mapped each user to the minimum role for their actual responsibilities

Limited Admin access to true system owners and can explain why

Had the customer review assignments before final submission

Can explain all four roles and their key/fob/login access from memory

7.8 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 07

Autonomi App & Web Console — role-based access

Stage 2 complete → GATE 2 · SITE READY. Next chapter · Phase 08 — Installation Day

Academy›Stage 3 · Install & Adopt›Installation Day

Installation Day

PHASE 08 OF 10LED BY AUTONOMION-SITE — INSTALL

RIVERSIDE STATEROOM VERIFIED READYCLEAN CONDUCT HELDFINAL CHECK DONEREADY FOR USE

MODULE 08 · ~15 MIN · ON-SITE

Build day — in a clinic that's still seeing patients.

The site is ready (Gate 2 cleared). Today the hardware goes in. The twist: Riverside stays operational during the build — patients in the halls, staff working — so how you conduct yourself matters as much as what you install.

Stage 3 begins. You're the Autonomi rep overseeing the install.

YOU'RE ON THE HOOK

You and the install crew arrive at 8am. The crew wants to start unloading the truck immediately.

What's your first move?

✓ RIGHTThe Autonomi rep overseeing the install arrives before the crew to verify room readiness and address last-minute issues. Two minutes of checking now beats discovering a dead circuit with half the hardware unboxed.

✗ MOMENTUM INTO A WALLUnloading before you've confirmed the room is ready means you might be hauling hardware into a space that isn't. Verify first — that's the overseeing rep's job on arrival.

✗ DELEGATING THE ONE THING YOU OWNReadiness verification is yours to do, walking the room — not a question lobbed at the GM while the crew commits. Go in first, confirm, then start.

CONDUCT IN A LIVE CLINICAL ENVIRONMENT

The facility is open. Act like it.

1The area stays clean throughout — not just at the end; patients may be present

2No music

3Avoid loud conversations

4Keep hallways & shared spaces clear at all times

5Remain respectful of staff, patients, and surrounding areas

Because the clinic never closed for you. A pile of cardboard or a swept-later floor isn't just untidy — in an operational clinical space it's a hazard and a bad look in front of patients. Continuous cleanup keeps the facility safe and functional while you work, not only once you're done.

CLEANLINESS DISCIPLINE

Where the mess goes, continuously.

1Break down cardboard boxes and consolidate into a designated pile

2Collect and dispose of plastic packaging promptly

3Sweep the floor regularly during installation

4Nothing left in hallways or shared spaces

Two reasons: safety and trust. Screws and packaging on a clinical floor are a slip/contamination risk; clutter in a corridor blocks staff who are mid-care. And every deployment is also a first impression — a crew that leaves the space cleaner than expected earns the customer's confidence in the whole system.

THE FINAL ROOM CHECK

Leave it ready-for-use.

1Dispose of all garbage in the designated area

2Sweep to remove dust, screws, and small materials

3Walk through to confirm no tools or equipment were left behind

4Leave the installation area in a ready-for-use condition

A left-behind tool in a clinical supply room is worse than an inconvenience — a stray blade, driver, or bit near where staff and patients reach is a genuine safety issue. The walkthrough is a deliberate, every-time check precisely because "I think we got everything" isn't good enough in this environment.

TRY IT

A nurse needs supplies from an adjacent area, and your boxes are blocking the corridor.

✓ RIGHTHallways and shared spaces are kept clear at all times because the clinic is running. The nurse's path to supplies wins over your staging convenience — move the boxes now.

✗ NOT QUITEBlocking a working corridor — or rerouting staff — isn't acceptable in an operational facility. Shared spaces stay clear throughout; move the boxes immediately.

CHECK 1 OF 3

An installer puts on music to keep the crew's energy up.

✓ RIGHTNo music, no loud conversations — full stop. The rule exists because patients and clinical staff are nearby, and a construction-site atmosphere is exactly what a clinic isn't. Keep it quiet and respectful.

✗ NOT QUITE"Not too loud" and "door closed" still isn't no music. The conduct rules are explicit: no music, avoid loud conversation. Keep the room calm.

CHECK 2 OF 3

The install is done and looks great. The crew is packing up to leave.

✓ RIGHT"Looks great" isn't the final check. Garbage to the designated area, a real sweep for screws and dust, and a deliberate tool walkthrough — that's what leaves the room genuinely ready-for-use and safe.

✗ NOT QUITEEyeballing it or outsourcing the sweep skips the safety step. The final room check is yours: garbage out, sweep, tool walkthrough, ready-for-use.

CHECK 3 OF 3

Mid-install you hit a hardware issue you can't immediately resolve.

✓ RIGHTThere's a defined path — the Troubleshooting and Installation Summary references — for exactly this. Improvising a workaround in a clinical environment risks safety and a bad hand-over; use the process and escalate if needed.

✗ NOT QUITEA forced workaround risks the install and the space; silently deferring a hardware fault to training day hands the customer a broken system. Use the troubleshooting reference and escalate properly.

🥉

Module 08 complete.

Phase output: installation completed cleanly, safely, and professionally · no disruption to facility operations or patient care · area left ready-for-use.

Next · Module 09 — Training Day (first visit).

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

37IMDay 1 — physical installation — Cabinet, shelves, access control, cabling, and Raspberry Pi installed on-site; network, door lock, and card reader tested; SD card confirmed to boot.

38IMDay 1 on-site adjustments — On-the-spot fixes for problems found during physical installation — network issues, missing or mismatched shelves/cells/other equipment, room not cleared or cleaned as expected, or the client requesting different shelf/cell/border types.

39AEEscalate unresolved installation issues — Issues that can't be resolved on-site during Day 1 or Day 2 are escalated up; issues requiring log checks are escalated to a specialist.

40IMOn-site conduct & cleanliness — Clean, quiet, respectful work in an active clinical environment — continuous cleanup throughout, no music, final room check before leaving.

41—Day-after-installation checklist — Hardware confirmed operational, connectivity confirmed, planogram/trays validated against approved config, user roles confirmed correctly set up.

THE PRINCIPLE

The clinic is open while you build. Verify the room yourself before the crew starts, work clean and quiet throughout, and leave it ready-for-use.

ON ARRIVAL

Autonomi rep goes in first — verify the room is ready (cleared, power, network)

Address last-minute issues before the crew builds

CONDUCT · LIVE CLINICAL SPACE

Clean continuously — not just at the end

No music; avoid loud conversations

Hallways & shared spaces clear at all times

Break down cardboard; dispose of plastic promptly; sweep regularly

FINAL ROOM CHECK

All garbage to the designated area

Sweep — dust, screws, small materials

Walk through for left-behind tools

Leave it ready-for-use

TRAPS

TRAP	THE MOVE
Crew unloads before readiness confirmed	Rep verifies the room first, then start.
Music / loud talk / blocked corridor	Quiet, respectful, shared spaces clear — always.
"Looks clean, we're done"	Run the real final check + tool walkthrough.

🔧 The hands-on technical build — cabinet, wiring, access control, shelves — is the Installer track (switch in the sidebar).

8.1 · PURPOSE AND POSITION IN THE PROCESS

If all prior steps are complete, the site should be fully prepared. The Autonomi representative overseeing the installation arrives on site before the installation team to verify room readiness and address any last-minute issues. Work is conducted in a clean, quiet, and respectful manner appropriate for a clinical environment. This is the first phase of Stage 3.

8.2 · ON-SITE CLEANLINESS & SAFETY

The area must be kept clean throughout — not only at completion — as the facility remains operational and may have patients present.

Break down cardboard boxes and consolidate them into a designated pile.

Collect and dispose of plastic packaging materials promptly.

Sweep the floor regularly during installation.

Ensure no equipment, materials, or debris are left in hallways or shared spaces.

8.3 · NOISE & CONDUCT

Do not play music.

Avoid loud conversations.

Remain respectful of staff, patients, and surrounding areas.

8.4 · FINAL ROOM CHECK

Dispose of all garbage in the designated area.

Sweep to remove dust, screws, and small materials.

Walk through to confirm no tools or equipment were left behind.

8.5 · OUTCOMES

Installation completed in a clean, safe, and professional manner.

No disruption to facility operations or patient care.

Installation area left in a ready-for-use condition.

8.6 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
Building before verifying readiness	Momentum and a full truck.	The overseeing rep verifies the room on arrival, before the crew commits.
Construction-site conduct	Habit from non-clinical jobs.	No music, low voices, clear corridors — the clinic is operating around you.
Skipping the final check	The room looks finished.	Garbage out, sweep, tool walkthrough — every time.

8.7 · REFERENCE DOCUMENTATION

Autonomi SOW 1.5 — USA

Installation Summary

Autonomi Troubleshooting

8.8 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Verified room readiness on arrival, before the crew began

Maintained clinical-environment conduct throughout (clean, quiet, clear corridors)

Ran the final room check including the tool walkthrough

Used the troubleshooting references for an in-install issue rather than improvising

8.9 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 08

Autonomi SOW 1.5 · Installation Summary · Troubleshooting

Going deeper: the technical build itself — cabinet, wiring, access control, shelf addressing — is the Installer track (switch tracks in the sidebar).

Next chapter · Phase 09 — Training Day (first visit)

Academy›Stage 3 · Install & Adopt›Training Day

Training Day

PHASE 09 OF 10LED BY AUTONOMION-SITE — FIRST VISIT

RIVERSIDE STATESYSTEM VERIFIEDROLES TRAINEDCONFIG FINALIZEDUSERS INDEPENDENT

MODULE 09 · ~15 MIN · ON-SITE · FIRST VISIT

The room is built. Now make the people independent.

One day after installation you return for the first-visit training. You finalize the last of the setup and teach Riverside's staff to run the system themselves — because an installed room nobody can operate isn't operational.

Training is role-based and delivered across two platforms: the Autonomi App and the Web Console.

YOU'RE ON THE HOOK

You arrive to train. The GM says: "Great — let's get everyone in one room and run through the whole system together, one session."

Efficient. But is it right?

✓ RIGHTTraining is role-based, delivered across the App and Web Console. All roles get basic usage; Admins get advanced configuration. A single generic session over-trains the Consumer and under-trains the Admin — matching instruction to access is the whole point.

✗ EFFICIENT, NOT EFFECTIVEOne session for everyone means a nurse sits through web-console config she'll never touch while the Admin gets only surface coverage. Instruction is matched to each role's access — train by role.

✗ TELEPHONE GAME"Train the trainer" leaves every other role learning secondhand from someone with different access. Each role gets direct, appropriate instruction on the right platform.

FIRST — THE DAY-AFTER CHECKLIST

Verify the system before you teach it.

1All installed hardware is operational

2System connectivity and access to the App and Web Console

3Shelves, trays & planogram match the approved configuration

4User access and roles are correctly configured

5Required medical supplies are available for training scenarios

Because you can't teach on a broken system without teaching the wrong thing. If a shelf doesn't match the planogram or a role is mis-configured, training on it drills bad habits and undermines trust on day one. Verify first, then every minute of training lands on a system that behaves the way you're describing.

ROLE-BASED TRAINING · TWO PLATFORMS

Match the lesson to the access.

ConsumersBasic usage — retrieving supplies with the yellow key.AUTONOMI APP · BASIC

SuppliersReplenishing inventory with the blue fob.APP · BASIC

Co-AdminsRead-only monitoring of usage & compliance.APP / CONSOLE · BASIC

AdminsBasic usage plus advanced configuration & management.WEB CONSOLE · ADVANCED

Because the work lives in two places. Day-to-day retrieval and replenishment happen in the Autonomi App (and at the room), while configuration and system management happen in the Web Console. Each role is trained on the platform its access actually touches — no more, no less.

FINALIZE & MAKE THEM INDEPENDENT

Success = they run it without you.

1Complete the remaining configuration & room finalization during the session

2Teach with the designated training materials & "How to Use the Smart Room"

3Confirm users can operate the system independently and correctly

4Leave the site operational

Because you're leaving. If staff can only run the room while the Autonomi rep is standing there, nothing has actually been handed over. The bar for a successful training day isn't "we covered the material" — it's that each role can correctly do their job on the system after you walk out.

TRY IT

A Consumer — a nurse who retrieves supplies each shift. What does her training need to cover?

✓ RIGHTConsumers get basic usage matched to their access: retrieving supplies. Web-console config and replenishment belong to Admins and Suppliers — training her on those wastes her time and muddies the essentials.

✗ NOT QUITEA Consumer retrieves supplies — her training is basic usage for that. Console config is Admin territory; replenishment is the Supplier's. Match the lesson to her access.

CHECK 1 OF 3

You power on to train and notice one shelf's planogram doesn't match the approved configuration.

✓ RIGHTValidating shelves/trays/planogram against the approved config is a day-after checklist item precisely so you catch this. Training on a wrong layout teaches staff the wrong locations — fix it first, then train.

✗ NOT QUITETraining on or skipping a mismatched shelf either teaches the wrong thing or leaves a gap. The checklist says validate the planogram against the approved config — correct it before you train on it.

CHECK 2 OF 3

The Admins clearly need more than the basic usage everyone else is getting.

✓ RIGHTAll roles get basic usage; Admins additionally get advanced configuration and management training. (Note: the detailed advanced-Admin curriculum is being finalized internally — owner: Maria.)

✗ NOT QUITEAdmins own configuration and system changes — basic usage alone leaves them unable to do their role, and a self-read manual isn't training. They get the advanced track in addition to the basics.

CHECK 3 OF 3

Training went well and everyone was engaged. How do you know Phase 09 actually succeeded?

✓ RIGHTThe outcome that matters is independent, correct operation and an operational site — not slides covered or good vibes. If staff can run their part of the room after you leave, training succeeded.

✗ NOT QUITECovering the material or a warm feeling isn't the bar. Success is measured by users operating the system independently and correctly, with the site operational.

🥉

Module 09 complete.

Phase output: staff trained by role and platform · final system setup completed and validated · users able to operate independently · site ready for full operational use.

Next · Module 10 — Post-Install Review (second visit).

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

42IMDay 2 — build & configure room,Test transactions, Test Card reader and Lock — Planogram built in the Mobile App on-site, all products photographed, all products weighed, all cells zeroed.A consumer pickup and a supplier restock both verified to process correctly before sign-off.

43CSBuild Planogram in Mobile App — Planogram can be build once room is live. Link cells, Build planogram

44CSSet inventory Min/Max in Web Console — Min and Max levels entered per product in the Web Console, based on the approved product list — distinct from collecting the client's desired levels earlier.

45IMCreate Consumer + Supplier users — Consumer and Supplier user accounts set up in the Web Console.

46IMTrain Supplier + Consumer users — Restocking and pickup users trained on their respective app/card workflows.

47IMTrain Mobile Admin + Deputy Admin — Hands-on training for the primary and read-only room administrators — planogram, weighing, standards.

48IMCSDay 2 on-site adjustments — On-the-spot handling of issues raised during room configuration and training — the client requests planogram changes, or the client's team isn't ready or available for scheduled training.

49CSSchedule Web Console + remote training — Console/Consumer training scheduled remotely within the first week post-install, rather than crammed into Day 2.

50CSConfigure alerts & reports for the facility — Stock alerts and the Order/Health reports configured for the specific facility, ahead of go-live.

THE PRINCIPLE

Verify, then train by role. Success = independent operation. One day after install: confirm the system works, then teach each role on the platform its access touches.

DAY-AFTER CHECKLIST (BEFORE TRAINING)

All hardware operational

Connectivity + access to App & Web Console

Shelves/trays/planogram match the approved config

User access & roles correctly configured

Medical supplies available for training scenarios

ROLE-BASED TRAINING · TWO PLATFORMS

ROLE	TRAINING
Consumers	Basic usage — retrieval (yellow key)
Suppliers	Basic usage — replenishment (blue fob)
Co-Admins	Basic usage — read-only monitoring
Admins	Basic + advanced config/management (web console)

DON'T LEAVE WITHOUT

Remaining config & room finalization completed

Each role able to operate independently & correctly

Site left operational

TRAPS

TRAP	THE MOVE
One generic session for everyone	Train by role, matched to access & platform.
Training on an unverified system	Run the day-after checklist first.
"We covered the material" = done	Success is independent, correct operation.

⚠ Advanced-Admin curriculum is being finalized internally (owner: Maria).

9.1 · PURPOSE AND POSITION IN THE PROCESS

One day after installation, final room setup is completed and on-site training is conducted for customer staff. Portions of system configuration and room finalization are completed during the session to ensure operational readiness and that users can independently and correctly operate the system. This is the first-visit training.

9.2 · DAY-AFTER-INSTALLATION CHECKLIST

Verify that all installed hardware is operational.

Confirm system connectivity and access to the Autonomi application and web console.

Validate that shelves, trays, and planogram align with the approved configuration.

Confirm that user access and roles are correctly configured.

Ensure required medical supplies are available for training scenarios.

9.3 · TRAINING SCOPE

Training is role-based and delivered across two platforms — the Autonomi Application and the Web Console. Roles mirror Phase 07: Consumers, Suppliers, Co-Admins, and Admins each receive instruction appropriate to their access.

ROLE	TRAINING FOCUS	PLATFORM
Consumers	Basic usage — retrieving supplies (yellow key).	App
Suppliers	Basic usage — replenishing inventory (blue fob).	App
Co-Admins	Basic usage — read-only monitoring of usage & compliance.	App / Console
Admins	Basic usage plus advanced system configuration & management.	Web Console

All roles receive basic system usage and operating instructions using the designated training materials. Admins additionally receive advanced configuration and management training. Open item: the detailed advanced-Admin curriculum is maintained separately and is being finalized internally (owner: Maria) — confirm the current version before an Admin session.

9.4 · OUTCOMES

Staff trained according to role and platform.

Final system setup completed and validated.

Users able to operate the system independently; site ready for full operational use.

9.5 · FAILURE MODES AND RECOVERY

TRAP	WHY IT HAPPENS	THE MOVE
One generic session for all	It feels efficient.	Train by role on the right platform; match instruction to access.
Training before verifying	Eagerness to start.	Run the day-after checklist first; never train on a mismatched system.
"Material covered" as success	It's the easy thing to measure.	Measure independent, correct operation and an operational site.

9.6 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Completed the day-after checklist before training

Delivered role-based training across the App and Web Console

Completed remaining configuration and room finalization during the session

Verified each role could operate independently and correctly before leaving

9.7 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, Phase 09

Post-Implementation Checklist · 1st Visit After Installation · How to Use the Smart Room

Next chapter · Phase 10 — Post-Install Review (second visit)

Academy›Stage 3 · Install & Go-Live›Go-Live & Trial

Go-Live & Trial

PHASE 10 OF 12LED BY AUTONOMION-SITE — SECOND VISITGO-LIVE GATE

RIVERSIDE STATEADOPTION CONFIRMEDGO-LIVE SENTTRIAL SCHEDULEDSETTINGS VERIFIED

MODULE 10 · ~15 MIN · ON-SITE · SECOND VISIT

Installed and trained isn't the same as live.

The story: Riverside's room is built, the planogram is loaded, and the first-visit training is done. Now you close the loop: a second on-site visit to confirm the system stuck, a go-live confirmation to the client, and — about two weeks later — a trial order that proves the numbers are real.

Four steps turn "installed" into "operating": post-install review, go-live sign-off, scheduling the trial, and running it.

YOU'RE ON THE HOOK

On your second visit the room is running — but a Supplier has skipped replenishment for days and one shelf sits near-empty. The GM shrugs: "It's working fine."

Your move?

✓ RIGHTThe post-install review confirms sustained adoption and clears open items. A chronically near-empty shelf is an adoption signal — coach it, fix the workflow, log it. A system people half-use fails quietly.

✗ "WORKING" HIDES A CRACKA near-empty shelf means the replenishment habit hasn't taken. Confirming adoption is the whole point of this visit — nodding at "it's fine" lets a fixable gap harden.

✗ WRONG TOOLGoing over the GM's head burns the relationship adoption depends on. This is coach-and-resolve on the ground, logged as an open item — not an escalation.

STEP 51 · WHAT THE SECOND VISIT CONFIRMS

Confirm it stuck — then close what's open.

1Staff are actually using the room — pickups and restocks are happening

2Shelves stay stocked to plan — no chronic near-empties

3Every open item from install and training day is resolved or owned

Because the failure mode isn't a broken machine — it's a room that technically works but nobody trusts. The second visit catches the half-habits early, while a nurse's "I wasn't sure how to…" is a 5-minute coaching fix, not a three-month adoption problem.

STEP 52 · GO-LIVE CONFIRMATION

One email makes it official.

Once adoption is confirmed and open items are cleared, a go-live confirmation goes to the client: the room is live and operational.

→Goes to the customer's designated contact and stakeholders

→Executed jointly — CS / IM / AE aligned on status before it sends

→For Israel clients, it also goes to Sarel

"Go-live" is a commitment, not a status guess. Sending it before adoption is confirmed means you're on record as live while a shelf sits empty. The review is the evidence; the email is the declaration.

STEPS 53–54 · THE TRIAL ORDER

Two weeks later, prove the numbers.

A trial order is scheduled (IM) for roughly two weeks post-install and then run as a full verification pass: system quantities compared against a physical shelf count.

1Schedule the trial ~2 weeks out — for Israel clients, coordinate with Sarel and the client

2Compare actual quantities to physical counts — settings, zeroing, and standards all confirmed

3Any drift found here gets corrected before the client relies on the data

Two weeks of real use is what shakes out mis-zeroed cells, wrong min/max, and weighing drift. A trial on day one only proves the install; a trial after two weeks proves the settings — which is what the client's ordering will run on.

CHECK 1 OF 3

Adoption looks good on the second visit, but two install-day punch-list items are still open. The GM asks you to "send the go-live note today."

✓ RIGHTGo-live is a declaration you'll be held to. Resolve or assign the open items, then send — with CS/IM/AE aligned on the real status.

✗ NOT QUITESending "live" over an open punch-list puts you on record ahead of reality; skipping it leaves the client with no formal confirmation. Clear the items, then send the note.

CHECK 2 OF 3

The client wants to run the trial order the morning after install "while everyone's here."

✓ RIGHTA day-one trial only proves the install. Two weeks of use is what exposes mis-zeroing, wrong min/max, and weighing drift — which is exactly what the trial exists to catch.

✗ NOT QUITEThe trial isn't a re-check of the install — it's a check of the settings under real use. Run it ~2 weeks out, comparing actual quantities to a physical count.

CHECK 3 OF 3

During the trial order, system counts and the physical shelf count disagree on three products.

✓ RIGHTA mismatch is the trial's whole purpose. Re-check zeroing, product weights, and standards on those cells, fix them, and re-verify — that's what makes the client's ordering trustworthy.

✗ NOT QUITEThe physical count is the ground truth the trial exists to reconcile against. Three silent discrepancies become wrong orders. Investigate and correct before sign-off.

🥉

Module 10 complete.

Phase output: adoption confirmed · go-live confirmation sent · trial order scheduled & run · settings verified against physical counts.

Riverside is live. Next · Module 11 — Adoption & Training Rollout.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

51CSPost-Installation Review (2nd visit) — A second on-site visit after Training Day, to confirm sustained adoption and close out any items left open.

52CSIMAEGo-live confirmation to client — Status email sent to the client confirming the room is live and operational. For Israel clients, also sent to Sarel.

53IMSchedule Trial order — Trial order date (~2 weeks post-install) scheduled with the client. For Israel clients, coordinated with both Sarel and the client.

54IMTrial order (~2 weeks post-install) — Full verification pass — Actual quantities compared to physical shelf counts to confirm settings, zeroing, and standards are correct.

THE GO-LIVE GATE

Confirm → declare → verify. Confirm adoption and clear open items on the second visit, send the go-live confirmation (CS/IM/AE; Israel → also Sarel), then schedule and run the trial order ~2 weeks out to verify settings against physical counts.

DON'T LEAVE WITHOUT

Adoption confirmed — real pickups/restocks, no chronic near-empties

Open items closed or owned — nothing from install/training left dangling

Go-live confirmation sent — to the client, jointly aligned, Sarel for Israel

Trial order scheduled — ~2 weeks out, physical count vs system

TRAPS

TRAP	THE MOVE
"It's working fine" over a near-empty shelf	Coach the replenishment habit and log it — running ≠ adopted.
Go-live email sent over an open punch-list	Close or own the items first; the email is a commitment.
Trial order run on day one	Schedule ~2 weeks out — it verifies settings, not the install.
Trial mismatch waved off	Re-check zeroing/weights/standards and correct before sign-off.

10.1 · PURPOSE AND POSITION IN THE PROCESS

Go-Live & Trial is Phase 10 of twelve and the gate between installation and steady-state operation. It closes the on-site work begun on Installation Day (Phase 08) and Training Day (Phase 09) and opens the adoption work of Phases 11–12. It covers four workflow steps: the post-installation review (51), the go-live confirmation (52), scheduling the trial order (53), and running it (54).

10.2 · POST-INSTALLATION REVIEW — SECOND VISIT

A second on-site visit follows first-visit training. Its purpose is to confirm sustained adoption: that staff are using the room, shelves stay stocked to plan, and every item left open on install or training day is resolved or formally owned. Adoption gaps found here — a skipped replenishment, a hesitant user — are coached and logged, not escalated. Executor: Customer Success.

10.3 · GO-LIVE CONFIRMATION

Once adoption is confirmed and open items are cleared, a status email confirms to the client that the room is live and operational. It is executed jointly by CS, IM, and AE so the declared status matches reality, and is sent to the customer's designated contact and stakeholders. For Israel clients, it is also sent to Sarel. The email is a commitment: it does not precede the review.

10.4 · TRIAL ORDER

A trial order is scheduled roughly two weeks post-install (executor: Implementation Manager; for Israel clients, coordinated with Sarel and the client) and then run as a full verification pass. System quantities are compared against a physical shelf count to confirm that settings, cell zeroing, and weighing standards are correct. Two weeks of real use is what surfaces mis-zeroed cells, wrong min/max, and weighing drift; discrepancies are investigated and corrected before the client relies on the data for ordering.

10.5 · EXIT CRITERIA

Adoption confirmed on the second visit; open items resolved or owned

Go-live confirmation sent to the client (and Sarel for Israel), CS/IM/AE aligned

Trial order scheduled ~2 weeks out and run as a physical-vs-system verification

Any count discrepancies corrected and re-verified

10.6 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Ran (or co-ran) a post-install review and closed out open items

Drafted or sent a go-live confirmation with the correct recipients

Scheduled and executed a trial order, reconciling system counts to a physical count

Can explain why the trial waits ~2 weeks and what a mismatch implies

10.7 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, steps 51–54

Module 10 and its Quick Guide — the Learn and Quick Guide tabs of this page

Next chapter · Phase 11 — Adoption & Training Rollout

Academy›Stage 4 · Adopt & Support›Adoption & Training Rollout

Adoption & Training Rollout

PHASE 11 OF 12LED BY AUTONOMIREMOTE — WEEKS 1–6

RIVERSIDE STATEROLES TRAINEDREPORTS FLOWINGLEADERSHIP BRIEFEDKEPT CURRENT

MODULE 11 · ~15 MIN · REMOTE · WEEKS 1–6

Live is the start of adoption, not the end of it.

The story: Riverside is live and the trial order checked out. Over the next six weeks the room has to become the way people work — not a gadget they route around. That takes a deliberate training rollout by user type, regular reporting, a leadership touchpoint, and a way to keep everyone current as the system changes.

This phase is mostly Customer Success, mostly remote — and it's where deployments either take root or slowly wilt.

YOU'RE ON THE HOOK

Two weeks post-go-live, Riverside's administrator emails: "Leadership wants an update on how the room's performing — can you send something over?"

What do you send?

✓ RIGHTLeadership buys renewal and expansion on outcomes, not raw exports. The senior-leadership presentation (step 58) translates consumption, out-of-stock, overstock, and health data into what it means for the facility.

✗ HALF THE JOBA raw export makes leadership do the interpretation — and they won't. The monthly report is the source; the leadership presentation is the deliverable.

✗ MISSED OPENINGAn engaged executive asking for data is the adoption moment you want. Even early data, framed well, builds the sponsorship that carries the deployment.

STEPS 55–56 · TRAINING BY USER TYPE

Different roles, different depth.

Consumer & SupplierBasics — pickup and restock workflows on the app/card.SHORT · HANDS-ON · REPEATED

Admin & Deputy AdminAdvanced configuration training — the deeper system controls.DEPTH FOR THE OWNERS

Web Console usersConsole workflows — reporting, min/max, oversight.REMOTE, FIRST WEEK ON

Because people learn the tool they're about to use, not the tool they saw last month. Consumer/Supplier basics land on install; Admin depth and Console training land when those users actually start configuring and reporting — weeks 1–6, by role.

STEPS 57–58 · REPORTING & LEADERSHIP

Data becomes trust — if someone frames it.

1Monthly reports — consumption, out-of-stock, overstock, and system health, compiled and sent every month (CS)

2Leadership presentation — the same data, pitched to the facility director/administrator as outcomes (CS)

They serve different readers. The monthly report is the operational record for the people running the room. The leadership presentation translates that record into the language executives fund: fewer stock-outs, less waste, a room the staff trust. Same data, different altitude.

STEPS 59–60 · KEEPING CURRENT

The system changes — so must the people.

→Newsletters keep clients informed of new versions, features, and changes (CS)

→The internal team (CS/Ops) is trained on new features as they roll out — so support never trails the product (CS)

Because a client who hears about a new feature from a newsletter and then hits a support person who's never seen it loses confidence fast. Internal enablement and client communication ship together, or the newsletter writes checks support can't cash.

CHECK 1 OF 3

Riverside's Admins say the Day-2 training "covered everything" and they don't need more.

✓ RIGHTDay-2 basics and advanced configuration are different depths. Admins own the controls that break rooms when misused — the advanced session (step 55) exists precisely for the users who feel ready.

✗ NOT QUITE"Covered everything" usually means "covered the basics." Admin/Deputy Admin depth is a separate, deliberate session — a manual doesn't replace it.

CHECK 2 OF 3

You're slammed. Do you skip this month's report to Riverside since "nothing's changed"?

✓ RIGHTMonthly reporting is a cadence, not an event. Skipping "quiet" months is how overstock and slow stock-outs go unnoticed — and how the client stops expecting anything from you.

✗ NOT QUITEThe value of monthly reports is the rhythm. A skipped month hides drift and trains the client to ignore the room. Send it — even a clean one.

CHECK 3 OF 3

A new system version ships with a changed restock flow. What goes out first?

✓ RIGHTClient communication and internal enablement ship together. A newsletter that lands before support is trained generates questions no one can answer — and erodes the trust the feature was meant to build.

✗ NOT QUITEAnnouncing to clients before your own team is ready backfires; saying nothing wastes the improvement. Enable internally, then (or simultaneously) tell the client.

🥈

Module 11 complete.

Phase output: role-based training rolled out · monthly reports flowing · leadership briefed · clients & team kept current on new versions.

Next · Module 12 — Handover & Ongoing Support.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

55CSAdvanced Admin configuration training — Deeper system configuration training for Admin-role users, beyond basic usage.

56CSIMClient training by user type (weeks 1-6) — Role-specific training rollout continues: Consumer/Supplier basics, Admin/Deputy Admin depth, Web Console users.

57CSMonthly reports — Consumption, out-of-stock, overstock, and system health data compiled and sent to the client every month.

58CSSenior leadership training & presentation — Post-install training, presentation, and reporting delivered to the client's senior leadership (e.g. facility director, administrator) — distinct from day-to-day user training.

59CSNewsletters on new versions — Clients informed of new system versions, features, or changes via a periodic newsletter.

60CSTrain team on new features — Internal team (CS/Ops) trained on new features or system changes as they roll out.

TRAINING ROLLOUT · BY USER TYPE

USER TYPE	TRAINING
Consumer & Supplier	Pickup / restock basics — hands-on, repeated.
Admin & Deputy Admin	Advanced configuration training — the deeper controls.
Web Console users	Console reporting, min/max, oversight — remote, first week.
Senior leadership	Outcomes presentation + reporting — not day-to-day usage.

KEEP IT ALIVE

Monthly reports — consumption, out-of-stock, overstock, health · every month

Leadership presentation — the data as outcomes, for the director/administrator

Newsletters — clients told about new versions and features

Internal training — CS/Ops trained on new features before clients hit them

TRAPS

TRAP	THE MOVE
"Day-2 covered everything"	Run advanced Admin training anyway — confidence ≠ depth.
Skipping a "quiet" monthly report	Send on cadence — the rhythm surfaces slow drift.
Newsletter ships before support is trained	Enable the internal team first (or together).

11.1 · PURPOSE AND POSITION IN THE PROCESS

Adoption & Training Rollout is Phase 11 of twelve and the first phase of steady-state. Where Go-Live & Trial (Phase 10) proved the room works, this phase makes it the default way Riverside works. It runs mostly remotely across weeks 1–6 and is led by Customer Success. It covers six workflow steps: advanced Admin configuration training (55), role-based training rollout (56), monthly reports (57), the senior-leadership presentation (58), version newsletters (59), and internal team training on new features (60).

11.2 · TRAINING ROLLOUT BY USER TYPE

Training continues past Day 2, sequenced to when each role actually uses the system. Consumer and Supplier users get repeated hands-on basics; Admin and Deputy Admin users get a dedicated advanced configuration session on the controls they own; Web Console users are trained remotely on reporting and oversight. Executors: Customer Success, with Implementation Manager support on role-specific sessions.

11.3 · REPORTING AND LEADERSHIP

Monthly reports compile consumption, out-of-stock, overstock, and system-health data and are sent to the client every month on cadence — the rhythm is what surfaces slow drift and sustains the relationship. Separately, a senior-leadership training and presentation delivers the same data as outcomes to the facility director or administrator, distinct from day-to-day user training. Executor: Customer Success.

11.4 · KEEPING CURRENT

As the product evolves, clients are informed of new versions, features, and changes through periodic newsletters, and the internal CS/Ops team is trained on those changes as they roll out. The two ship together: client communication that outruns internal enablement generates questions support cannot answer. Executor: Customer Success.

11.5 · EXIT CRITERIA

Advanced Admin configuration training delivered to Admin/Deputy Admin users

Role-based training rolled out across Consumer/Supplier, Admin, and Console users

Monthly reporting cadence established and running

Senior-leadership presentation delivered; newsletter + internal enablement in place

11.6 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Delivered role-specific training to at least Consumer/Supplier and Admin users

Produced a monthly report and a leadership-pitched presentation from it

Can explain why reporting is a cadence and why internal enablement precedes client news

11.7 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, steps 55–60

Module 11 and its Quick Guide — the Learn and Quick Guide tabs of this page

Next chapter · Phase 12 — Handover & Ongoing Support

Academy›Stage 4 · Adopt & Support›Handover & Ongoing Support

Handover & Ongoing Support

PHASE 12 OF 12LED BY AUTONOMIWEEKS 4–6 → ONGOINGFINAL PHASE

RIVERSIDE STATECLIENT OWNS DAY-TO-DAYSUPPORT TRANSITIONEDSUPPORT TIERS SETSTEADY STATE

MODULE 12 · ~15 MIN · WEEKS 4–6 → ONGOING

The deployment ends when the client can run it without you.

The story: Four to six weeks in, Riverside runs its own room day to day. Your job now is a clean double handover — the client takes operational ownership, and internally the project moves to the ongoing-support team — plus the support structure that carries it from here: remote-first help, on-site when needed, a measure-and-weigh pass, and a path for new-staff training and feature requests.

This is the final phase. Clear it and you've run a deployment end to end.

YOU'RE ON THE HOOK

Eight weeks after go-live, a Riverside nurse texts you directly: a card reader is acting up. The project handed to ongoing support two weeks ago.

What's the right move?

✓ RIGHTHandover doesn't mean abandonment or a personal hotline. You keep the human unblocked and feed the issue into the real support channel — remote-first — so it's owned, tracked, and doesn't depend on your memory.

✗ UNDOES THE HANDOVERFixing it personally teaches Riverside that support is "text Avidan." That doesn't scale and quietly reverses the internal handover you just did.

✗ TECHNICALLY RIGHT, HUMANLY WRONGThe path is a ticket — but a cold brush-off burns the adoption you built. Unblock the person, then route it properly.

STEPS 61–62 · THE DOUBLE HANDOVER

Two handovers, not one.

1Client handover (~4–6 weeks) — day-to-day monitoring transitions to the client, with background oversight continuing after

2Internal handover — the project moves to the ongoing-support team, with an installation summary document and status update

Because the support team wasn't in the room. The installation summary — configuration, quirks, open items, contacts — is how a support engineer who never met Riverside can still resolve its issues. Handover without documentation just moves the tribal knowledge, it doesn't share it.

STEPS 64–66 · SUPPORT STRUCTURE

Remote first, on-site when it must be.

→Remote support — hardware problems, user questions, inventory discrepancies resolved remotely where possible (CS)

→On-site visit — when it can't be fixed remotely, an Implementation Manager goes out (IM)

→Measure & weigh — a separate visit, no client involvement, to record precise product weights once the client has physically placed products (IM)

Accurate weights are the foundation of accurate counts — but you can only weigh what's physically on the shelf, and the client places products on their own schedule. So it's decoupled: a focused technical visit to capture real weights, independent of training or support calls.

STEPS 63 & 67 · KEEPING IT ALIVE

Staff turn over. Needs evolve.

→Train new client team members on system basics as staff turn over — separate from internal team training (CS)

→Capture new feature requests — client asks for changes are logged and routed for evaluation (CS)

Because the nurse you trained on Day 2 will eventually leave, and an untrained replacement is how a healthy room slowly decays. Onboarding new staff is a standing part of support, not an exception — and feature requests are how the product keeps earning its place.

CHECK 1 OF 3

You're ready to hand the project to the ongoing-support team. The room's configured and everyone's trained.

✓ RIGHTThe support team never saw the install. A written installation summary is what lets someone who never met Riverside resolve its issues — a verbal call evaporates, and skipping the handover strands the client.

✗ NOT QUITEClient ownership of day-to-day doesn't remove Autonomi's support role. The internal handover — with a written summary — is what makes that support real.

CHECK 2 OF 3

A Riverside inventory discrepancy comes in. How's it handled first?

✓ RIGHTSupport is remote-first: hardware questions, user issues, and discrepancies are resolved remotely where possible, with an on-site IM visit reserved for what genuinely needs it.

✗ NOT QUITEDefaulting to a truck roll is slow and costly; dumping it on the client abandons them. Remote first, on-site when remote can't resolve it.

CHECK 3 OF 3

Three months on, Riverside has hired two new nurses and asked for a report that doesn't exist yet.

✓ RIGHTBoth are standing parts of support: new team members get trained on the basics, and feature requests are captured and routed for evaluation — not built ad-hoc off the process.

✗ NOT QUITEPeer-only training lets the room decay as staff turn over, and a weekend one-off bypasses the request process. Train the new hires; log the request properly.

🏆

Module 12 complete — and so is the deployment.

Phase output: client owns day-to-day · project handed to ongoing support with a summary doc · support tiers running · new-staff training & feature requests captured.

You've taken Riverside from a signed contract to a self-running room — a full deployment, end to end.

PROCESS STEPS · WHO EXECUTES

Step numbers follow the master onboarding workflow (contract → steady-state). Badge = who executes.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

61CSClient handover (~4-6 weeks) — Day-to-day operational monitoring transitions to the client, with background oversight continuing afterward.

62CSInternal handover to ongoing support — Internal handover of the project to the ongoing-support team, including an installation summary document and status update — separate from the client-facing handover.

63CSTrain new client team members — As client staff turn over, new team members are trained on system basics — separate from internal team training on new features.

64CSTechnical support — remote — Hardware problems, user questions, and inventory discrepancies resolved remotely where possible.

65IMTechnical support — on-site visit — Hardware problems, user questions, or inventory discrepancies that can't be resolved remotely are addressed with an on-site visit.

66IMMeasure & weigh placed products — A separate visit, without client involvement, to measure and record precise product weights once products are physically placed on the shelves by the client.

67CSNew feature requests — Client requests for new features or system changes captured and routed for evaluation.

THE DOUBLE HANDOVER

Client + internal, both documented. Day-to-day monitoring transitions to the client (~4–6 weeks) with background oversight continuing; the project transitions internally to ongoing support with an installation summary document and status update.

SUPPORT STRUCTURE

NEED	HANDLING
Remote support (CS)	Hardware, user, and inventory issues — resolved remotely where possible. First stop.
On-site visit (IM)	When remote can't resolve it — an Implementation Manager goes out.
Measure & weigh (IM)	Separate visit, no client involvement — record precise weights after products are placed.
New-staff training (CS)	Onboard replacements on the basics as staff turn over.
Feature requests (CS)	Log and route client change requests for evaluation.

TRAPS

Becoming the client's personal hotline	Unblock the person, then route into the support channel.
Internal handover with no summary doc	Write it down — config, quirks, open items, contacts.
Truck-rolling every issue	Remote first; on-site only when remote can't resolve it.

12.1 · PURPOSE AND POSITION IN THE PROCESS

Handover & Ongoing Support is Phase 12 of twelve — the final phase. It converts an actively-managed deployment into a self-running site with a standing support structure. It covers seven workflow steps: client handover (61), internal handover to ongoing support (62), training new client team members (63), remote technical support (64), on-site technical support (65), the measure-and-weigh visit (66), and capturing new feature requests (67).

12.2 · THE DOUBLE HANDOVER

Two handovers happen, roughly four to six weeks post-go-live. In the client handover, day-to-day operational monitoring transitions to the client, with Autonomi continuing background oversight. In the internal handover, the project moves from the deployment team to the ongoing-support team, accompanied by an installation summary document and a status update — distinct from the client-facing handover. The document is what lets a support engineer who never saw the install resolve the site's issues. Executor: Customer Success.

12.3 · SUPPORT STRUCTURE

Support is remote-first. Hardware problems, user questions, and inventory discrepancies are resolved remotely where possible (Customer Success); when an issue genuinely cannot be resolved remotely, an Implementation Manager makes an on-site visit. A separate measure-and-weigh visit — without client involvement — records precise product weights once the client has physically placed products on the shelves, since accurate weights underpin accurate counts and can only be captured on the real, stocked shelf.

12.4 · KEEPING THE DEPLOYMENT ALIVE

Two standing activities keep a healthy room healthy: new client team members are trained on system basics as staff turn over (separate from internal team training on new features), and new feature requests from the client are captured and routed for evaluation rather than built ad-hoc. Executor: Customer Success.

12.5 · EXIT CRITERIA

Client owns day-to-day monitoring; background oversight continues

Project handed to ongoing support with an installation summary document

Remote/on-site support tiers established; measure-and-weigh visit completed

New-staff training and feature-request capture in place

12.6 · COMPETENCY SIGN-OFF

Signed by the trainer against real deployment work — shadowed or performed — not against this page.

Executed a client handover and an internal handover with a written summary

Handled a support issue remote-first and knows when to escalate on-site

Can explain the measure-and-weigh visit and the new-staff / feature-request paths

12.7 · REFERENCES

OPS-WORKFLOW-2026 V1.0 — Autonomi Operations Implementation Workflow, steps 61–67

Module 12 and its Quick Guide — the Learn and Quick Guide tabs of this page

Program complete · Riverside Women's Health fully operational

Academy›Installer Track · Off-Site›Core Kit Preparation

Core Kit Preparation

MODULE T1 OF 5LED BY AUTONOMIOFF-SITE PREP

RIVERSIDE BUILDKIT ASSEMBLEDSIZED TO BAYSPOE DISABLEDTESTED · PLUG-AND-PLAY

MODULE T1 · ~15 MIN · OFF-SITE

Before anyone drives to the site, the brains of the system get built on your bench.

This is the technical build behind Foundation Phase 08 (Installation Day). The core kit is the network cabinet — Raspberry Pi, converters, repeaters — assembled and tested off-site so install day is genuinely "plug and play."

Same Riverside deployment. Now you're the installer, and the PM has handed you the room blueprint and planogram that govern every placement decision.

YOU'RE ON THE HOOK

Riverside's blueprint shows 9 shelf bays. You're sizing the core kit — how many converters and repeaters?

The converter/repeater count scales to bay count. What goes in this kit?

✓ RIGHT9 bays falls in the 8–14 band: 2 converters, 2 repeaters, and a USB hub so both converters reach the Pi. Sizing to the band on the blueprint is what makes the kit truly plug-and-play on site.

✗ UNDER-SIZED1 converter / 1 repeater is the 5–7 bay band. Nine bays needs 2 converters on a USB hub — under-size it and shelves at the far end won't reach the Pi.

✗ OVER-SIZED3+ converters is the 15+ band. Nine bays only needs 2. Over-building wastes hardware and complicates the kit; size to the blueprint.

WHAT THE CORE KIT IS

The cabinet you build before you leave.

1Network cabinet + power strip

2Raspberry Pi in its case, with the relay HAT and SD card inserted

3Converters (RS232→USB to the Pi) + repeaters (short RJ45)

4Jumper wires from the Pi pins to the relay channels per the lock scheme

5Access-control scheme + "powered by Autonomi" stickers printed & pasted

Because a clinic is the worst place to discover a wiring mistake. Assembling and testing the core kit on the bench turns install day into mounting a known-good box — "plug and play." Every fault you catch off-site is a fault you're not debugging in a live supply room with patients down the hall.

SIZING BY BAY COUNT

Converters and repeaters scale to the room.

1–4 bays1 converter, 1 repeater. Single converter straight to the Pi.SMALL ROOM

5–7 bays1 converter, 1–2 repeaters — add a repeater for reach.MEDIUM

8–14 bays2 converters, 2 repeaters, on a USB hub.LARGE · USB HUB

15+ bays3+ converters, 3+ repeaters — scale converters to bays, USB hub.XL

Each shelf bay reports over an RS485/RJ45 run back to a converter, and signal strength falls off with distance and the number of daisy-chained shelves. Repeaters extend that reach. Too few and the far bays drop off the bus; the bands exist so the electronics match the physical size of the room.

POWER-UP & PoE

Two things that quietly break an install.

1Connect converter → Pi via RS232–USB (a USB hub for 2+ converters)

2Connect the Pi to the network port and ensure PoE is disabled

3Cut the 12V adapter plug, connect to the terminal block, power up

4Test access control on the bench before the kit ships

Power-over-Ethernet pushes voltage down the data line. The Raspberry Pi expects data, not power, on that port — leave PoE active and you risk damaging the Pi. If the port is PoE-active, the fix isn't yours to force: request the networking team to disable it on that port before you connect.

TRY IT

The kit is wired and powered. What is the last step before it counts as "plug and play"?

✓ RIGHT"Plug and play" means verified before arrival. Bench-test the access control and confirm the converter/Pi link, so install day is mounting a proven box, not debugging one.

✗ NOT QUITEThe whole point of off-site prep is a kit that arrives tested. Deferring or skipping the bench test drags the debugging into the clinic — exactly what plug-and-play is meant to avoid.

CHECK 1 OF 3

You go to connect the Pi and the network port shows PoE active.

✓ RIGHTPoE on the data line can damage the Pi. Disabling it is a networking-team action — request it and wait, rather than risking the core of the system on "probably fine."

✗ NOT QUITEConnecting into active PoE risks the Pi, and grabbing an unchecked port just moves the gamble. Get PoE disabled on the intended port first.

CHECK 2 OF 3

A 10-bay room means two converters in the kit. How do they connect to the Pi?

✓ RIGHTFor 2+ converters you connect each to the Pi through a USB hub via RS232–USB. That's the 8–14 bay configuration — two converters, both reaching the Pi.

✗ NOT QUITEConverters don't chain into each other, and one converter can't cover a 10-bay room. Two converters, both to the Pi via a USB hub.

CHECK 3 OF 3

On the bench test, the access control does not actuate.

✓ RIGHTA verified core kit is the entire deliverable of this phase. An access-control fault found on the bench is a calm fix; found on install day it's a room you can't secure. Resolve it before it ships.

✗ NOT QUITEHope is not a test result. Shipping an unverified kit — or assuming site wiring will save it — defeats off-site prep. Diagnose and fix on the bench.

🥉

Module T1 complete.

Phase output: a fully assembled, tested core kit · converter/repeater count matched to the facility's bay count · access control verified before arrival on site.

Next · Module T2 — System Core Installation (on-site).

THE PRINCIPLE

Build and test the core kit off-site. Install day should be mounting a known-good box — plug and play.

CORE KIT CONTENTS

Network cabinet + power strip

Raspberry Pi + relay HAT + SD card

Converters (RS232→USB) + repeaters (RJ45)

Jumper wiring per the lock scheme

Access-control scheme + Autonomi stickers

CONVERTER / REPEATER SIZING

BAYS	CONVERTERS	REPEATERS
1–4	1	1
5–7	1	1–2
8–14	2 (USB hub)	2
15+	3+ (USB hub)	3+

DON'T SHIP WITHOUT

PoE disabled on the Pi's port

Converter powered & talking to the Pi

Access control bench-tested & working

TRAPS

TRAP	THE MOVE
Sizing by guess, not blueprint	Match converters/repeaters to the bay band.
Connecting into active PoE	Have networking disable PoE on the port first.
Shipping an untested kit	Bench-test access control before it leaves.

T1.1 · PURPOSE

The network cabinet (core kit) is prepared and assembled prior to every installation to enable a true "plug and play" experience on site. Converter and repeater counts are scaled to the number of shelf bays planned for the facility. Every installation is accompanied by an Autonomi Project Manager who provides the room blueprint and planogram that govern all placement and configuration decisions.

T1.2 · ASSEMBLY STEPS

Construct the network cabinet and install the power strip.

Construct the Raspberry Pi case, insert the Pi, and connect its relay HAT.

Insert the SD card into the Raspberry Pi.

Install converters and repeaters per bay quantity; connect to power.

Connect converter to Pi via RS232–USB cable (USB hub for 2+ converters).

Connect repeaters to converters using short RJ45 cables.

Wire jumper wires to the Pi pins and relay channels per the lock scheme.

Cut the 12V adapter plug and connect to the terminal block; power up and test access control.

Print and paste the access-control scheme and the "powered by Autonomi" stickers.

Connect the Pi to the network port and ensure PoE is disabled — if active, request the networking team to disable it.

T1.3 · CONVERTER & REPEATER SIZING

BAY COUNT	CONVERTERS	REPEATERS	NOTES
1–4 bays	1	1	Single converter to Pi.
5–7 bays	1	1–2	Add repeater as needed for reach.
8–14 bays	2	2	Use USB hub for both converters.
15+ bays	3+	3+	Use USB hub; scale converters to bays.

T1.4 · OUTCOMES

A fully assembled, tested core kit ready for plug-and-play mounting on site.

Converter/repeater configuration matched to the facility's bay count.

Verified access-control functionality prior to arrival on site.

T1.5 · REFERENCES

SOW-1.5-USA — System Installation SOW, Phase 01

Figure — Converter & Repeater Layout by Bay Count

Next · Module T2 — System Core Installation

Academy›Installer Track · On-Site›System Core Installation

System Core Installation

MODULE T2 OF 5LED BY AUTONOMION-SITE

RIVERSIDE BUILDSITE CONFIRMEDCABINET MOUNTEDCONNECTIVITY OKWIRING LABELED

MODULE T2 · ~15 MIN · ON-SITE

The tested kit arrives. Now it goes on the wall — in the right place.

The pre-built core kit is mounted on site according to the room blueprint. The blueprint marks the cabinet and access-control locations; power and ethernet must already be in place near the cabinet position.

This is where the ops-side readiness from Foundation Phase 05–06 meets the wall: if the site prep held, this phase is fast.

YOU'RE ON THE HOOK

You arrive with the core kit. Where the blueprint marks the cabinet, you don't see an ethernet port — just power.

Do you mount and move on?

✓ RIGHTThe phase opens by confirming power and ethernet ports are installed near the cabinet position. A missing port is a Phase-05 readiness gap — flag and resolve it, don't improvise a floor-run cable or abandon the blueprint.

✗ THAT'S A TRIP HAZARDA long run to a far port means loose cable in a clinical space and a cabinet fed by an afterthought. Confirm the port is where the blueprint expects it; if it isn't, that's a readiness gap to fix.

✗ THE BLUEPRINT GOVERNSCabinet and access-control positions come from the blueprint for a reason — clearances, cable runs, the planogram. Moving the cabinet to chase a port breaks the plan downstream.

CONFIRM BEFORE YOU MOUNT

Site readiness is a gate, not a formality.

1Confirm power and ethernet ports are installed near the cabinet position

2The blueprint marks the cabinet and access-control locations

3Confirm the SD card is seated in the Raspberry Pi

Because a mounted cabinet with no power or network is a stranded install. This is the exact prep the customer committed to in Foundation Phase 05 and Autonomi verified in Phase 06 — you're confirming it held. Catching a missing port before you drill is minutes; catching it after is a re-mount.

MOUNT & CONNECT

Cabinet on the wall, system online.

1Wall-mount the network cabinet per the room blueprint

2Connect the Pi to power and ethernet; verify internet connectivity

3Verify the converter is powered and connected to the Pi

The system reports inventory in real time — it has to reach the network. Verifying connectivity the moment the cabinet is powered means any network problem surfaces while you're still at the cabinet with tools out, not during training day when the app won't sync.

LABEL EVERYTHING

Clean wiring is a deliverable, not a nicety.

1Label all RJ45 cables per shelf bay

2Label access-control wires

3Leave the cabinet clean and fully labeled

Because the next person in that cabinet — for a repair, an expansion, or a fault — reads the labels, not your memory. An unlabeled bundle turns a five-minute fix into an hour of tracing. Labeling by bay is what makes the system serviceable for its whole life.

TRY IT

Cabinet mounted, Pi powered. What confirms the core is actually installed correctly?

✓ RIGHTMounted isn't installed. The core is done when connectivity is verified, the converter/Pi link confirmed, and the wiring labeled — that's the phase's stated outcome.

✗ NOT QUITELights and a correct position don't prove the system is online or serviceable. Verify connectivity and the converter link, and label the wiring.

CHECK 1 OF 3

The blueprint cabinet position has power but the ethernet port is 20 ft away.

✓ RIGHTPorts installed near the cabinet position is a confirmed prerequisite (Foundation Phase 05, per the survey). A port 20 ft off is a readiness gap to close, not to bridge with loose cable or by abandoning the blueprint.

✗ NOT QUITEA long floor/wall run is a clinical trip hazard; moving the cabinet breaks the planogram-driven layout. The port should be near the cabinet per the survey — resolve the gap.

CHECK 2 OF 3

You mount and power the cabinet, but don't check connectivity — you'll do it at training.

✓ RIGHTConnectivity is verified during core installation. Finding a network fault now, tools in hand, beats discovering it on training day when the system won't sync and you're not at the cabinet.

✗ NOT QUITEDeferring or assuming connectivity risks a dead system at training. Verify it while you're mounting the core.

CHECK 3 OF 3

It's late and the wiring works, but nothing is labeled yet.

✓ RIGHT"Clean, fully labeled wiring" is an outcome of this phase, not optional polish. Label by bay now — the next person to open the cabinet depends on it.

✗ NOT QUITEWorking-but-unlabeled wiring is a future fault that takes an hour to trace. Label the runs by bay before you close the cabinet.

🥉

Module T2 complete.

Phase output: network cabinet mounted and powered per blueprint · confirmed internet connectivity · clean, fully labeled wiring.

Next · Module T3 — Access Control Installation.

THE PRINCIPLE

Confirm the site, mount to the blueprint, verify connectivity, label everything. The blueprint governs cabinet and access-control positions.

STEPS

Confirm power & ethernet near the cabinet position

Wall-mount the cabinet per the blueprint

Confirm SD card seated; connect Pi to power & ethernet

Verify internet connectivity

Verify converter powered & connected to the Pi

Label RJ45 per bay + access-control wires

TRAPS

TRAP	THE MOVE
Missing port at the cabinet	Site-readiness gap — resolve, don't run loose cable.
Skipping the connectivity check	Verify at the cabinet, not at training.
Unlabeled wiring	Label by bay before closing up.

T2.1 · PURPOSE

The pre-built network cabinet is mounted on site according to the room blueprint. Confirm site readiness before mounting: the blueprint marks the cabinet and access-control locations, and power and ethernet ports must already be installed in proximity to the cabinet position.

T2.2 · INSTALLATION STEPS

Confirm power and ethernet ports are installed near the cabinet position.

Wall-mount the network cabinet per the room blueprint.

Confirm the SD card is inserted in the Raspberry Pi.

Connect the Pi to power and ethernet; verify internet connectivity.

Verify the converter is powered and connected to the Raspberry Pi.

Label all wiring — RJ45 cables per shelf bay, access-control wires, etc.

T2.3 · OUTCOMES

Network cabinet mounted and powered per blueprint.

Confirmed internet connectivity and clean, fully labeled wiring.

T2.4 · REFERENCES

SOW-1.5-USA — System Installation SOW, Phase 02

Depends on site prep from Foundation Phase 05 (Customer Logistics) & Phase 06 (Autonomi Logistics)

Next · Module T3 — Access Control Installation

Academy›Installer Track · On-Site›Access Control Installation

Access Control Installation

MODULE T3 OF 5LED BY AUTONOMION-SITE · WIRING

RIVERSIDE BUILDHARDWARE MOUNTEDWIRED PER SPECMODE SET CORRECTLYEGRESS VERIFIED

MODULE T3 · ~15 MIN · ON-SITE

The door is part of the system — and the part with the most rules.

Access-control hardware secures the supply room entrance: a card reader, an electric strike (HES 5000), and an emergency exit button, all wired back to the network cabinet.

This is the safety-critical phase. The full wiring map lives in the Reference tab (SOW Appendix B) — the Learn flow is about the decisions and the code compliance around it.

YOU'RE ON THE HOOK

The strike ships in Fail Secure. A facilities manager asks you to "just set it to fail-safe so the door opens if power drops."

Reasonable-sounding request. What do you do?

✓ RIGHTFail-safe vs fail-secure is a code decision, not a preference. Convert only where the AHJ permits, never interfering with Listed panic hardware, and know the trade-off: conversion negates the fire rating on the 5300. Get it right with the jurisdiction, then set it.

✗ NOT YOUR CALL ALONE"Safer" depends on code. Fail Safe is only permitted where the AHJ allows it, and converting the 5300 negates its fire rating and can interfere with panic hardware. Don't flip it on request without the jurisdiction's sign-off.

✗ TOO RIGIDFail Secure is the default, but Fail Safe is legitimately used where the AHJ permits. The answer isn't "never" — it's "only where code allows, understanding the fire-rating trade-off."

THE HARDWARE

Three components at the entrance.

1Card reader at the entrance — run USB to the cabinet (active USB extender if needed)

2Electric strike (HES 5000) — connect per the wiring diagram

3Emergency entrance button with delay timer — set the timer to 5 seconds

4Wire per the HES 5000 + SD-7103GC-PTQ specification (Appendix B)

USB has a hard length limit before the signal degrades. If the reader-to-cabinet run is long, a passive cable silently drops the connection; an active USB extender regenerates the signal so the reader stays reliable. It's the difference between a reader that works and one that intermittently doesn't.

FAIL SECURE vs FAIL SAFE

The most consequential setting in the room.

DEFAULTThe HES 5000 ships in Fail Secure — locked when power is lost.

CONVERTTo Fail Safe (unlocked on power loss) only where the AHJ permits, never interfering with Listed panic hardware.

⚠ FIRE RATINGConversion to Fail Safe negates the fire rating on the 5300 — the rating applies to Fail Secure units only.

A fire-rated door has to stay latched to contain a fire — that's Fail Secure behaviour. Converting to Fail Safe makes the door release on power loss, which defeats fire containment, so the listing no longer applies. That's why the conversion is gated on the local jurisdiction: they own the fire-code trade-off.

CONVERTING THE STRIKE

If — and only if — the AHJ permits.

1Loosen (do not remove) the two #2-56 screws on the back of the strike

2Slide to the fail-safe position: move screws from the bottom hole (Fail Secure) to the top hole (Fail Safe)

3Tighten the bottom (wire-side) screw first, then the top; verify it now operates Fail Safe

4If it still operates Fail Secure, ensure screws are fully seated in the top position

Order matters for seating the mechanism correctly and not stressing the wiring. Bottom-first, then top, then verify the actual behaviour — don't assume the slide worked. If it still reads Fail Secure, the screws aren't fully seated in the top position.

TRY IT

You're setting the emergency entrance button's delay timer. What value?

✓ RIGHTThe emergency button's delay timer is set to 5 seconds. It's a specified value, not a judgment dial — matching spec keeps egress behaviour predictable and compliant.

✗ NOT QUITEThe delay timer has a specified setting: 5 seconds. Zero or thirty are guesses; set it to spec.

CHECK 1 OF 3

A fire-rated door. Facilities wants it converted to Fail Safe.

✓ RIGHTOn a fire-rated opening, converting to Fail Safe negates the rating and may interfere with panic hardware. That's an AHJ decision — surface the trade-off and get sign-off before touching it.

✗ NOT QUITE"Generally safer" doesn't override fire code, and converting quietly hides a rating you just voided. The fire rating is Fail-Secure-only; the AHJ decides.

CHECK 2 OF 3

After sliding the strike to fail-safe, it still operates Fail Secure.

✓ RIGHTIf it still reads Fail Secure, the screws aren't fully seated in the top position. Seat them properly and verify the behaviour again — don't force it or assume it will "settle."

✗ NOT QUITEForcing risks damaging the strike, and "close enough" on a life-safety device isn't acceptable. Seat the screws fully in the top position and re-verify.

CHECK 3 OF 3

The card-reader run to the cabinet is long, and the reader is behaving intermittently.

✓ RIGHTIntermittent behaviour over a long USB run is a signal-length problem. An active USB extender regenerates the signal — the specified fix for reader-to-cabinet distance.

✗ NOT QUITEAn intermittent reader is a failed access point; coiling cable doesn't fix signal loss. Use an active USB extender for the distance.

🥉

Module T3 complete.

Phase output: functional access control — card reader, electric strike, emergency egress · operating mode set correctly and compliant with local jurisdiction.

Next · Module T4 — Autonomi Shelf Installation.

THE HARDWARE

Card reader — USB to cabinet (active extender if long)

Electric strike (HES 5000) — per wiring diagram

Emergency button — delay timer set to 5 seconds

FAIL SECURE → FAIL SAFE

Default is Fail Secure. Convert to Fail Safe only where the AHJ permits, never interfering with Listed panic hardware. ⚠ Conversion negates the fire rating on the 5300 (rating is Fail-Secure-only). Screws: bottom hole = Fail Secure, top hole = Fail Safe; tighten wire-side first, then verify.

TRAPS

TRAP	THE MOVE
Converting to Fail Safe on request	Only with AHJ approval; know the fire-rating cost.
Strike still Fail Secure after slide	Seat screws fully in the top position; re-verify.
Long, intermittent reader run	Active USB extender to regenerate signal.

Full wiring map: see the Reference tab (SOW Appendix B).

T3.1 · PURPOSE

Access-control hardware secures the supply room entrance. The card reader, electric strike, and emergency exit button are installed and wired back to the network cabinet.

T3.2 · INSTALLATION STEPS

Install the card reader at the room entrance; run USB to the cabinet (active USB extender if needed).

Install the electric strike and connect per the wiring diagram.

Install the emergency entrance button with delay timer; set the timer to 5 seconds.

Wire per the HES 5000 + SD-7103GC-PTQ specification in Appendix B.

T3.3 · FAIL-SAFE / FAIL-SECURE MODE

The HES 5000 ships in Fail Secure mode. Convert to Fail Safe only where permitted by the local authority having jurisdiction, and never in a way that interferes with Listed panic hardware. Fire rating note: the fire rating applies to Fail Secure units only — conversion to Fail Safe negates the fire rating on the 5300.

Loosen (do not remove) the two #2-56 screws on the back of the strike and slide to the fail-safe position.

Move screws from the bottom hole (Fail Secure) to the top hole (Fail Safe).

Tighten the bottom screw first (wire side), then the top screw; verify the strike now operates Fail Safe.

If it still operates Fail Secure, ensure screws are fully seated in the top position.

T3.4 · APPENDIX B · ACCESS-CONTROL WIRING (HES 5000 & SD-7103GC-PTQ)

COMPONENT	CONNECTIONS
12V Power Supply	+12V → Timer Relay COM · +12V → Timer PWR +12V · 0V → Strike negative · 0V → Timer PWR −12V · 0V → Pi GND
Timer Module (SD-7103GC-PTQ)	PWR +12V ← supply · PWR −12V ← 0V · Relay COM ← +12V · Relay NC → Pi HAT Relay NO1 · Trigger COM ← push-button lead (N.O.) · Trigger NO ← other push-button lead (N.O.)
Pi Relay HAT (Relay #1)	NO1 ← Timer Relay NC · COM1 → Strike positive
Electric Strike (HES 5000)	Positive ← Pi Relay COM1 · Negative ← 0V supply · Flyback diode 1N4007: stripe end → positive, plain end → negative
LBM Dry Contact	COM (white) → Pi GND · NC (green) → GPIO 7 through a 2.2 kΩ series resistor
Emergency Push-Button	One lead → Timer Trigger COM · Other lead → Timer Trigger NO

Placement notes: install the flyback diode as close as possible to the strike (a few centimetres is acceptable). Install the 2.2 kΩ series resistor as close as possible to GPIO pin 7.

T3.5 · OUTCOMES

Functional access control with card reader, strike, and emergency egress.

Operating mode set correctly and compliant with local jurisdiction.

T3.6 · REFERENCES

SOW-1.5-USA — System Installation SOW, Phase 03 & Appendix B

HES 5000 · SD-7103GC-PTQ · Pi Relay HAT / GPIO pinout

Next · Module T4 — Autonomi Shelf Installation

Academy›Installer Track · On-Site›Autonomi Shelf Installation

Autonomi Shelf Installation

MODULE T4 OF 5LED BY AUTONOMION-SITE · SHELVING

RIVERSIDE BUILDRACKS LEVELEDSHELVES ADDRESSEDDAISY-CHAINEDBAYS LABELED

MODULE T4 · ~15 MIN · ON-SITE

The smart shelves go in — and each one gets a name.

Smart shelf racks are installed and configured according to the room blueprint and planogram (the same planogram designed back in Foundation Phase 04). Each shelf is addressed, daisy-chained, and connected back to the network cabinet.

This is where the shelf types and the Speed Scale Tool come in — the addressing detail lives in the Reference tab (Appendix A).

YOU'RE ON THE HOOK

You're about to set shelf addresses with the Speed Scale Tool. What ID does the first shelf at Riverside get?

New shelves default to ID 1. Where do you start?

✓ RIGHTFor every facility, the first shelf ID begins at 11. New shelves default to 1, so starting real addressing at 11 prevents a new/default shelf from overwriting an addressed one. It's a fixed convention, not a preference.

✗ THAT'S THE DEFAULT TRAPNew shelves ship as ID 1. If you address your first shelf as 1, the next default shelf collides with it. The convention starts every facility at 11 for exactly this reason.

✗ FOLLOW THE CONVENTIONRandom IDs make the system unreadable and still risk clashes. The rule is specific: first ID = 11, then increment.

RACK & SHELF STEPS

Level, address, chain, label.

1Install racks at blueprint-marked locations; secure each rack to the wall

2Mark each rack with an adhesive sticker and level to the floor

3Attach cable conduits; install shelf handles; confirm each shelf's height with the client

4Install shelves per the planogram; set each shelf's address (Appendix A)

5Daisy-chain with short 90° RJ45; run a long RJ45 from the top shelf to the cabinet; label each bay

Because the people using the room every day know what reaches comfortably and what gets used most. Heights are set once and hard to change later; a two-minute check with the client now avoids a shelf that's too high for the nurses who actually work there.

SHELF TYPES

Three racks, different capacities.

A600086 scales per shelf.MOST SCALES

A400084 scales. Supports P4 trays (4 medium), P2 trays (2 large on 2 scales), or a combination.FLEXIBLE TRAYS · 8 KG

A40002Like the A40008 but higher weight capacity — 20 kg vs 8 kg.HEAVY · 20 KG

The shelf type and tray layout come from the planogram, but on the floor you're confirming the physical reality matches: a P2 large-tray setup uses two scales per tray, a heavy SKU needs the 20 kg A40002. Installing the wrong rack for the planned load means a shelf that can't weigh its contents correctly.

ADDRESSING WITH THE SPEED SCALE TOOL

One shelf at a time, IDs from 11.

1Connect the converter to one smart shelf — no other shelves connected

2Select the correct COM port (Windows Device Manager); restart the utility after changing

3Read ID (new shelves default to 1), enter the new ID (start at 11), Set ID

4Read ID again to validate it was set

The tool talks to a shelf by its address, and every unaddressed shelf answers to the same default (1). Connect two at once and a Set ID is ambiguous — you can overwrite the wrong shelf or clash. One shelf on the bus at a time makes each Set/Read unambiguous.

TRY IT

You set a shelf's ID. What confirms it actually took?

✓ RIGHTThe procedure is Read → Set → Read again to validate. Confirming the new ID reads back is how you know it took, before you disconnect and move to the next shelf.

✗ NOT QUITE"No error" isn't confirmation, and batch-checking later means re-connecting shelves one by one anyway. Read the ID back immediately to validate.

CHECK 1 OF 3

You have four shelves to address and you connect all four to speed things up.

✓ RIGHTAddress one shelf at a time. With several default shelves connected, a Set ID can hit the wrong shelf — one-on-the-bus keeps every Read/Set unambiguous.

✗ NOT QUITESpeed here causes overwrites. Every unaddressed shelf answers to ID 1, so multiple on the bus clash. One shelf at a time.

CHECK 2 OF 3

The tool can't see the shelf after you connected the converter to the laptop.

✓ RIGHTNo response is almost always the COM port. Find it in Windows Device Manager, select it in the tool's Settings, and restart the utility after changing — then Read ID.

✗ NOT QUITESwapping hardware before checking the COM port wastes time — the tool talks over a specific port that must be selected (and the utility restarted) first.

CHECK 3 OF 3

Shelves are addressed. How do the bays connect back to the cabinet?

✓ RIGHTShelves daisy-chain with short 90° RJ45 routed inside the cable mold; a single long RJ45 runs from the top shelf back to the cabinet, and each bay is labeled to its converter. Clean, serviceable, per spec.

✗ NOT QUITEIndividual runs per shelf make a mess and there's no wireless bus here. Daisy-chain the shelves, one long run to the cabinet, label each bay.

🥉

Module T4 complete.

Phase output: racks and shelves installed, leveled, and addressed per the approved planogram · all bays connected and labeled back to the network cabinet.

Next · Module T5 — Safety & Handover.

SHELF TYPES

TYPE	SCALES / CAPACITY
A60008	6 scales per shelf
A40008	4 scales · P4 (4 medium) or P2 (2 large / 2 scales) trays · 8 kg
A40002	As A40008, higher capacity — 20 kg

ADDRESSING (SPEED SCALE TOOL)

One shelf on the bus at a time. First ID = 11. Select the correct COM port (restart utility after changing). Read → Set → Read again to validate. New shelves default to ID 1.

CONNECT

Level racks; confirm shelf height with the client

Install shelves per the planogram

Daisy-chain with short 90° RJ45 in the cable mold

Long RJ45 from top shelf to cabinet; label each bay to its converter

TRAPS

TRAP	THE MOVE
Starting IDs at 1	First ID = 11 (defaults are 1 — avoid overwrite).
Addressing many shelves at once	One shelf on the bus at a time.
Tool can't see the shelf	Set the COM port; restart the utility.

T4.1 · PURPOSE

Smart shelf racks are installed and configured according to the room blueprint and planogram. Each shelf is addressed, daisy-chained, and connected back to the network cabinet.

T4.2 · RACK & SHELF STEPS

Install shelf racks at blueprint-marked locations and secure each rack to the wall.

Mark each rack with an adhesive sticker and level to the floor.

Attach adhesive cable conduits to each rack's back board.

Install shelf handles and confirm each shelf's height with the client.

Install shelves per the room planogram. Set each shelf's address per the guide in Appendix A.

Daisy-chain shelves using short 90° RJ45 cables; route inside the cable mold and close.

Run a long RJ45 from the top shelf to the cabinet; connect each bay to its converter and label by bay.

T4.3 · SHELF TYPES

TYPE	DETAIL
A60008	6 scales per shelf.
A40008	4 scales. Supports P4 trays (4 medium), P2 trays (2 large on 2 scales), or a combination.
A40002	As A40008 but higher weight capacity (20 kg vs 8 kg).

T4.4 · APPENDIX A · SETTING UP SHELF ADDRESSES

Shelf addresses are set using the Speed Scale Tool (Mettler Toledo). The installation file is available in OneDrive at Product\Scales\Mettler Toledo.

Install the Speed Scale Tool and connect the converter to the laptop USB port; power it on.

Connect the converter to a single smart shelf via network cable — no other shelves connected.

Open the tool, go to Settings, and select the correct COM port (find it in Windows Device Manager); restart the utility after changing.

On the General tab, click Read ID to display the shelf ID (default for new shelves is 1).

Enter the new shelf ID and click Set ID. For every facility, the first shelf ID begins at 11 to prevent address overwriting.

Click Read ID again to validate the new ID was set successfully.

T4.5 · OUTCOMES

Racks and shelves installed, leveled, and addressed per the approved planogram.

All bays connected and labeled back to the network cabinet.

T4.6 · REFERENCES

SOW-1.5-USA — System Installation SOW, Phase 04 & Appendix A

Speed Scale Tool (Mettler Toledo) · planogram from Foundation Phase 04

Next · Module T5 — Safety & Handover

Academy›Installer Track · Compliance›Safety & Handover

Safety & Handover

MODULE T5 OF 5LED BY AUTONOMICOMPLIANCEFINAL MODULE

RIVERSIDE BUILDPPE & TOOLSQUALIFIED WORKSITE PROTECTEDINSTALLER CERTIFIED

MODULE T5 · ~15 MIN · COMPLIANCE

The system works. Now prove the whole job was done safely.

The Contractor complies with all applicable federal, state, and local occupational safety and health laws, plus any additional requirements the Client specifies. This is the same clinical-conduct discipline as Foundation Phase 08 — now as a binding contractor obligation.

This is the last Installer module. Clear it and you're Installer Certified.

YOU'RE ON THE HOOK

A junior tech offers to wire the strike's 12V supply into the building electrical to save a trip — he's handy but not a licensed electrician.

Let him?

✓ RIGHTThe SOW is explicit: electrical work is performed by qualified personnel per applicable codes. "Handy" doesn't equal licensed — in a clinical building, unqualified electrical work is a code violation and a liability, no matter how capable the person seems.

✗ CAPABILITY ≠ QUALIFICATIONCodes require qualified personnel for electrical work, full stop. Skipping that to save a trip risks a failed inspection, an insurance problem, and someone's safety.

✗ SUPERVISION DOESN'T LICENSE ITWatching an unqualified person do electrical work doesn't make it compliant. It must be done by qualified personnel per code.

CONTRACTOR OBLIGATIONS

What compliance actually requires.

1Provide all necessary PPE and ensure it is worn

2Tools and equipment maintained and inspected before use

3Electrical work by qualified personnel per applicable codes

4Lifting & rigging per applicable standards

5Prevent damage to existing structures, finishes, and equipment

Because the SOW is a binding agreement. These aren't suggestions — they're the terms the contractor signed to. A safety lapse isn't just risky; it's a breach of the agreement, with the liability that carries. Treating compliance as contractual keeps everyone honest about it.

THE CLINICAL ENVIRONMENT

You are a guest in a working clinic.

1Maintain a safe, secure work environment for the whole project

2Dispose of all waste properly per applicable regulations

3Keep a clean, quiet, respectful work area appropriate for an operational clinical environment

4Report any accident or incident to the Client immediately

Because a clinical facility may have obligations of its own that start the moment something happens — and a delayed report can turn a small incident into a compliance failure. Immediate reporting lets the Client act while it still matters, and it's the honest thing to do.

THE HANDOVER

What "done" means for the installer.

1Installation completed safely and in compliance with all applicable regulations

2No disruption to facility operations or patient care

3System handed over ready for Foundation Phase 09 (Training Day)

Because the next hands on the system are the trainer's (Foundation Phase 09) and then the customer's. A build that's technically live but left the room unsafe, messy, or non-compliant isn't done. The handover is the seam back into the ops track — leave it clean.

TRY IT

A minor accident happens on site — no injury, but a cart clipped a wall finish.

✓ RIGHTAny accident or incident is reported to the Client immediately — even minor property damage. Prompt reporting lets them meet their own obligations and keeps the record honest.

✗ NOT QUITEBatching it for later, or quietly patching it, both delay a report the SOW requires immediately. Tell the Client now.

CHECK 1 OF 3

PPE is in the van but the job is "quick" and the room is calm.

✓ RIGHTThe obligation is to provide PPE and ensure it's worn as required — task length doesn't change that. Compliance is a constant, not a function of how quick the job feels.

✗ NOT QUITE"Quick" and "calm" aren't exemptions. PPE is worn as required throughout; partial use defeats the point.

CHECK 2 OF 3

Packaging and offcuts are piling up in a corner of the supply room mid-install.

✓ RIGHTProper waste disposal and a clean area maintained throughout — the clinic is operating around you (echoing Phase 08). A pile in the room or the hallway is a hazard, not a deferred chore.

✗ NOT QUITEEnd-of-day cleanup leaves hazards all day, and the hallway is a shared clinical space. Keep it clean continuously and dispose of waste properly.

CHECK 3 OF 3

What marks the installer's job as truly complete?

✓ RIGHTA working system is necessary but not sufficient. Done = safe, compliant, no disruption to patient care, and handed over clean for Foundation Phase 09 (Training Day).

✗ NOT QUITEPowering on or mounting hardware isn't the finish line. The installer's job ends at a safe, compliant, clean handover.

🔧

Module T5 complete — Installer certified.

Phase output: installation completed safely and in compliance with all applicable regulations · no disruption to facility operations or patient care.

That's the full technical build. Combined with the Foundation track, you can run a deployment contract-to-go-live and install the system with your own hands.

CONTRACTOR OBLIGATIONS

Provide & enforce PPE

Tools maintained & inspected before use

Electrical by qualified personnel per code

Lifting/rigging per standards

Prevent damage to structures, finishes, equipment

Proper waste disposal

Report accidents/incidents to the Client immediately

Clean, quiet, respectful clinical work area

THE PRINCIPLE

The SOW is binding. Safety and clinical conduct aren't good practice — they're the signed terms. Done = safe, compliant, no disruption to care, clean handover for Training Day.

TRAPS

TRAP	THE MOVE
"Handy" doing electrical work	Qualified personnel per code — capability ≠ licensed.
Skipping PPE for a "quick" task	PPE worn as required, throughout.
Delaying an incident report	Report to the Client immediately.

T5.1 · PURPOSE

The Contractor shall comply with all applicable federal, state, and local laws and regulations related to occupational safety and health, as well as any additional safety and security requirements specified by the Client.

T5.2 · CONTRACTOR OBLIGATIONS

Provide all necessary personal protective equipment (PPE) and ensure it is worn as required.

Ensure all tools and equipment are properly maintained and inspected prior to use.

Ensure all electrical work is performed by qualified personnel per applicable electrical codes and standards.

Ensure all lifting and rigging operations follow applicable standards and regulations.

Take appropriate measures to prevent damage to existing structures, finishes, and equipment.

Establish and maintain a safe, secure work environment for the duration of the project.

Dispose of all waste materials properly and in accordance with applicable regulations.

Report any accidents or incidents to the Client immediately.

Maintain a clean, quiet, and respectful work area appropriate for an operational clinical environment.

T5.3 · OUTCOMES

Installation completed safely and in compliance with all applicable regulations.

No disruption to facility operations or patient care.

T5.4 · HANDOVER

The Statement of Work is a binding agreement between Autonomi and the Contractor. A compliant, clean handover returns the deployment to the operations track for Foundation Phase 09 (Training Day) and Phase 10 (Post-Install Review).

T5.5 · REFERENCES

SOW-1.5-USA — System Installation SOW, Phase 05 & Document Sign-Off

Mirrors clinical conduct in Foundation Phase 08 (Installation Day)

Installer track complete — combined with Foundation, a full contract-to-go-live capability

Academy›Appendix · Process Flowchart

Appendix · Process Flowchart

REFERENCE67 STEPS · 12 PHASES · 4 STAGESREAD-ONLY

The complete customer-onboarding workflow — from signed contract to steady-state support — as it maps across the twelve training phases. Numbers are the master workflow step numbers used throughout the Academy; each badge shows who executes. Gates mark the points where a stage must be complete before the next begins.

EXECUTORAEAccount ExecCSCustomer SuccessIMImplementation MgrOPOperationsTPMTech Project Mgr

STAGE 1PLAN & DESIGN

PHASE 01 Support Team Kickoff STEPS 1–11

1AEHand off customer contact — A designated customer contact is passed along right after contract execution, to schedule the kickoff.

7AESet up client tracking — Client record created in the internal client list, task board opened or confirmed, target install date set, contacts logged.

8AEIMCSOPInternal project kick-off — Internal team sync right after a deal closes — alignment on scope, timeline, and ownership before customer-facing kickoff prep begins.

9AECSIMSchedule & run kickoff meeting — First meeting after signature: product demo, timeline overview (survey → planogram → install → go-live), stakeholder identification, scope confirmation, comms cadence agreed.

10AEIdentify stakeholders — Names and contacts gathered for every user role that will need access: Mobile Admin, Deputy Admin, Supplier, Consumer, Web Console Admin/User, and the ordering contact.

11CSCapture & route special/custom requirements — Non-standard requests surfaced at kickoff — e.g. system integrations, special site conditions — are logged and routed for an initial feasibility filter, then formally relayed to be spec'd and handed to Dev. Decision needed: build before go-live, or defer to a later stage while going live without it.

PHASE 02 Site Survey & Room Planning STEPS 2–6

2AESchedule site survey — On-site survey date coordinated with the client, contact details shared with whoever conducts it.

3AEConduct physical site survey — On-site visit: room dimensions, wall photos, infrastructure check (power/network/mounting), cabinet position, delivery path.

4IMMap floor/room layout — Floor and room layouts documented using Space Planning Software (floorplanner.com).

5IMPlan access control — Access-control method for the room planned, with locksmith consultation on compatibility.

6IMNetwork/cybersecurity coordination — Port/NAC/firewall configuration coordinated with the client's IT team. Required addresses and intent are shared — never step-by-step firewall instructions.

PHASE 03 SKU List & Shelf Planning STEPS 12–17

12CSCollect product list + Min/Max — Client provides product names, SKUs, and Min/Max quantities per product; list checked for completeness before proceeding, min/mx, order and reporting

13CSEstimate product dimensions — Dimensions estimated from experience, prior installs, online lookup, or AI assist — clients rarely have exact dimensions on hand.

14CSDetermine shelf type — 8kg vs. 20kg shelf decided based on product weight; unstable products (loose items, masks) flagged for a front border.

15CSSource product images — Product images found and attached in the Planogram Tool.

16CSCell type assignment & calculation — Cell type (2/3/4/6) and quantity assigned per SKU, using the reference database, prior installs, or dimension-based calculation.

17IMInternal sign-off on cell/shelf plan — Cell and shelf plan reviewed and approved internally before the planogram is built, to catch sizing or scope issues early.

PHASE 04 Planogram Planning STEPS 18–22

18CSBuild the planogram — Visual shelf layout built in the Planogram Tool — placement, grouping, validated against tray sizes and min/max.

19IMVerify planogram fits approved scope — Product list and layout checked against the approved number of bays/shelves; any overflow flagged to the client immediately.

20CSGet planogram approved — Client reviews and approves the planogram in writing — equipment is ordered only after this.

21IMTransfer approved planogram to ops — Approved planogram handed off internally to Operations, to inform equipment allocation and shipping.

22CSTransfer project scope to Dev/hardware team — Finalized project scope shared with the relevant Dev/hardware contacts so any project-specific technical details are known ahead of installation.

GATE 1 · PLAN LOCKED

STAGE 2READINESS

PHASE 05 Customer Logistics STEPS 26–31

26IMSend Pre Go-Live Checklist — Checklist sent to the client covering product list, min/max, network readiness, planogram approval, and room clearance — everything needed before an install date is confirmed.

29IMConfirm client IT contact availability for install day — A client IT contact confirmed as available on install day, in case network or access issues come up on-site.

30IMCustomer logistics prep — Electrical and LAN/network ports installed, room cleared a day prior, staging area designated, delivery/install/training dates scheduled — all on the client side.

31IMCoordinate working hours & permits — Facility working-hour restrictions and any access permits required for installation confirmed with the client ahead of time.

PHASE 06 Autonomi Logistics STEPS 23–35