Abstract
Concepts for Lean Laboratory OrganizationIn the last decades, hospital laboratories are beset on all sides by demands to lower the costs of laboratory procedures and at the same time to provide (i) more rapid and usable services, (ii) a broader spectrum of parameters, and (iii) process a higher frequency of specimens. These demands are voiced by patients, physicians, hospital administrators, and governmental agencies. Thus, laboratory management is required to decrease costs, increase efficiency, and promote customer satisfaction under the consideration of quality to be of primary importance. Beside the main task of a laboratory (i.e. the analysing of patient specimens, interpretation of results, expert advice for clinicians), quality management, education of technicians and medical staff, research and development, and development of economic strategies are important duties and responsibilities. A lean laboratory organisation is an important condition to cope these duties. Lean laboratory concepts have to include the preanalytical, analytical and postanalytical period. Strategic planning decisions have to be based primarily on information derived from the external environment and have to be long-term. Lean laboratory concepts always have a holistic view, including medical demands and economic aspects. An example will be shown of how lean laboratory concepts influence the organisation, efficacy and performance of a hospital laboratory.
Highlights
Laboratory management is required to decrease costs, increase efficiency, and promote customer satisfaction under the consideration of quality to be of primary importance
An example will be shown of how lean laboratory concepts influence the organisation, efficacy and performance of a hospital laboratory
Laboratory testing is an integral part of the decision-making process, and results of laboratory testing often strongly influence medical diagnoses and therapy
Summary
Laboratory testing is an integral part of the decision-making process, and results of laboratory testing often strongly influence medical diagnoses and therapy. Since health expenditures all over the world increase continuously (Table I), politicians and the management of hospitals demand reduction of cost. That might bring a short-dated benefit, for longer periods the expenditures can be expected to rise, due to increasing consequential charges at clinical departments (longer hospitalization of patients, increasing application of blood products, etc.) and increasing STAT and POCT services. To avoid this undesirable development, the challenge for the lab and hospital is to evaluate critically the situation and to remedy systemic problems inside the hospital, so that they would be able to compete with outside labs. The lab manager has the problem of squaring the circle: to process a higher frequency of specimens and a broader spectrum of parameters and at the
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