Clinical leadership & management review : the journal of CLMA最新文献

Since its launch in 2001, Lab Tests Online has evolved into the go-to site for consumer information about laboratory testing. In some circles, however, it still remains underutilized as an educational tool for patients. This month, editor-in-chief Anthony S. Kurec reviews the growth of Lab Tests Online and details its ongoing metamorphosis.

Within the health-care system, the term "ancillary department" often describes the laboratory. Thus, laboratories may find it difficult to define their image and with it, customer perception of department quality. Regulatory requirements give laboratories who so desire an elegant way to address image and perception issues--a comprehensive pre-analytic system solution. Since large laboratories use such systems--laboratory service manuals--I describe and illustrate the process for the benefit of smaller facilities. There exist resources to help even small laboratories produce a professional service manual--an elegant solution to image and customer perception of quality.

This article offers an introduction to the federal U.S. Environmental Protection Agency (EPA) regulations as they relate to hazardous wastes generated by clinical and anatomic pathology laboratories. Traditionally, the EPA has targeted "heavy" industries such as manufacturing for compliance auditing, but it recently turned an eye toward health-care facilities since they are identified as important sources of hazardous waste generation. Enforcement of EPA regulations within health-care facilities presents the challenge of a new labyrinth of definitions, rules, and compliance methods for laboratorians who have already made it through other regulatory agency mazes, including the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) standards, the College of American Pathologists (CAP) checklists, and the Occupational Safety and Health Administration (OSHA) standards.

This article provides an overview of the elements that were involved in developing a comprehensive change management strategy at a large, multi-site laboratory as it readied for a major environmental change in the clinical laboratory. A multi-year strategic and tactical plan was created based on an organization-wide employee satisfaction survey, an environmental survey, business needs, and internal/external pressures. The goal was to build a collaborative, team-oriented, and respectful place to work, and to ensure that the workplace became a vibrant environment focused on both individual growth and business improvement and efficiency. This article presents the strategy and outcome of the change, including external and internal environmental influences, challenges, and successes. It also discusses the dissemination of information and engagement of staff, clarification of roles and responsibilities, code of conduct, career laddering and career self-management, and a review of deficiencies impacting efficiency and productivity.

The Director of Pathology at Jackson Memorial Hospital was interested in improving the operational efficiencies of the department in order to enhance the department's level of service in conjunction with the expansion of the overall health system. The decision was made to implement proven Lean practices in the laboratory under the direction of a major consulting firm. This article details the scope of the initial project as well as the operating principles of Lean manufacturing practices as applied to the clinical laboratory. The goals of the project were to improve turnaround times of laboratory results, reduce inventory and supply costs, improve staff productivity, maximize workflow, and eliminate waste. Extensive data gathering and analysis guided the work process by highlighting the areas of highest opportunity. This systematic approach resulted in recommendations for the workflow and physical layout of the laboratory. It also included the introduction of "standard workflow" and "visual controls" as critical items that streamlined operational efficiencies. The authors provide actual photographs and schematics of the reorganization and improvements to the physical layout of the laboratory. In conclusion, this project resulted in decreased turnaround times and increased productivity, as well as significant savings in the overall laboratory operations.