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

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Education, training, and communication within the clinical laboratory. 临床实验室的教育、培训和沟通。
Dawn Runge, Michele A Smith
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引用次数: 0
Mastering master planning. 掌握总体规划。
Karen K Mortland, Daniel B Mortland
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引用次数: 0
A potential time bomb. 一个潜在的定时炸弹。
Leonard J Weber, Michael G Bissell
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引用次数: 0
Turnaround time improvement and department-wide benefits of automation in urinalysis. 尿液分析自动化的周转时间改善和全部门效益。
Diane E Berry

A retrospective study was done pre- and post-implementation of the iQ200 Automated Urinalysis System (composed of the iQ200 Automated Urine Microscopy Analyzer and the Arkray AUTION MAX AX-4280, Iris Diagnostics) to evaluate its impact on process improvement. Routinely-collected turnaround time (TAT) data was evaluated. While some pre-analytical steps were reassigned to non-technical staff post-implementation to better match skills to tasks, a considerable improvement in TAT was seen. TAT was measured as time from "order to result" and noted as the percentage of reports available at 30, 45, and 60 minutes. Post-implementation improvements for urinalysis showed a 30 percent increase in availability of reports at 30 minutes, 9 percent improvement at 45 minutes, and 3.2 percent improvement at 60 minutes. The urinalysis staff also handled hematology duties. Post-implementation, a 44 percent improvement for CBCs was noted in the 30-minute TAT, 22 percent improvement at 45 minutes, and 8 percent improvement at 60 minutes. Laboratory staff were able to complete urinalysis testing more quickly and therefore attend to CBCs sooner, resulting in improved TAT for both tests. These improvements were sustained for at least seven months post-implementation.

在实施iQ200自动尿液分析系统(由iQ200自动尿液显微镜分析仪和Arkray AUTION MAX AX-4280组成,Iris Diagnostics)之前和之后进行了回顾性研究,以评估其对工艺改进的影响。评估常规收集的周转时间(TAT)数据。虽然一些分析前的步骤在实施后被重新分配给非技术人员,以更好地将技能与任务相匹配,但TAT得到了相当大的改善。TAT以从“订单到结果”的时间来衡量,并以30,45和60分钟可用报告的百分比来记录。实施后对尿液分析的改进表明,30分钟时报告的可用性提高了30%,45分钟时提高了9%,60分钟时提高了3.2%。尿检人员还负责血液学工作。实施后,在30分钟的TAT中,CBCs改善了44%,45分钟改善了22%,60分钟改善了8%。实验室工作人员能够更快地完成尿液分析测试,从而更快地处理全血细胞计数,从而提高了两种测试的TAT。这些改进在实施后至少持续了7个月。
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引用次数: 0
Improvements to the CAP Laboratory Accreditation Program. 改进CAP实验室认证计划。
R Bruce Williams
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引用次数: 0
A culture of quality: inspection readiness. 质量文化:检验准备就绪。
Judy Lien, Christine Diehl
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引用次数: 0
Thinking about the unthinkable: are we really prepared for impending disaster? 思考不可思议的事情:我们真的为即将到来的灾难做好了准备吗?
Judy Bernice
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引用次数: 0
Faster, better, cheaper: lean labs are the key to future survival. 更快、更好、更便宜:精益实验室是未来生存的关键。
Patsy M Bryant, Richard D Gulling

Process improvement techniques have been used in manufacturing for many years to rein in costs and improve quality. Health care is now grappling with similar challenges. The Department of Laboratory Services at Good Samaritan Hospital, a 560-bed facility in Dayton, OH, used the Lean process improvement method in a 12-week project to streamline its core laboratory processes. By analyzing the flow of samples through the system and identifying value-added and non-value-added steps, both in the laboratory and during the collection process, Good Samaritan's project team redesigned systems and reconfigured the core laboratory layout to trim collection-to-results time from 65 minutes to 40 minutes. As a result, virtually all morning results are available to physicians by 7 a.m., critical values are called to nursing units within 30 minutes, and core laboratory services are optimally staffed for maximum cost-effectiveness.

过程改进技术已在制造业中使用多年,以控制成本和提高质量。医疗保健现在也面临着类似的挑战。位于俄亥俄州代顿市的好撒玛利亚医院(Good Samaritan Hospital)拥有560个床位,该医院的实验室服务部在一个为期12周的项目中使用了精益流程改进方法,以简化其核心实验室流程。通过分析样品在系统中的流动,并在实验室和采集过程中识别增值和非增值步骤,Good Samaritan的项目团队重新设计了系统,并重新配置了核心实验室布局,将采集到结果的时间从65分钟缩短到40分钟。因此,医生在早上7点之前几乎可以获得所有上午结果,关键值在30分钟内被呼叫到护理单位,核心实验室服务人员配备最佳,以实现最大的成本效益。
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引用次数: 0
Laboratory accreditation 101. 实验室认可101。
Judith A O'Brien
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引用次数: 0
Professionalism and licensure--the debate continues. 专业和执照——辩论仍在继续。
Anthony S Kurec
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引用次数: 0
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Clinical leadership & management review : the journal of CLMA
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