![]() Clinical laboratory license verification manual#In another example, the hematology equipment was capable of auto-verifying results based on pre-defined ranges, although manual verification by supervisor prevailed. Non-value-added work was eliminated from lab processesįor example, chemistry technicians routinely aliquoted blood samples prior to placing them in the analyzer, assuming that quantity in the vial was not sufficient (QNS). A study proved that over 98% of the samples had sufficient blood volume and that the aliquoting processes was non-value-added.Outpatient phlebotomy stations were consolidated, following a thorough analysis of demand patterns by location, utilization by time of day and day of week, and adjacency to the various locations.Phlebotomists are now based in the zone they cover, resulting in reduced walking distances and increased throughput per phlebotomist New zoning coverage for inpatient phlebotomy services was introduced, incorporating volume of draws, space covered by each phlebotomist, and complexity of draws.Schedules were developed and implemented to support satisfactory service levels, resulting in significant reduction of work-hours required to support current volumes ![]() Staffing levels were aligned with the demand for lab services across lab sections (chemistry, hematology, lab data center, blood bank, etc.) by time of day and day of week.Data was collected and analyzed, processes were mapped and observed, staff and customers were interviewed, and brainstorming sessions were held.Īs a result, the following improvements were applied: Tefen’s team performed its diagnostic in eight weeks, followed by 14 weeks of implementation. Ample of opportunities existed to allow improved operations for this hospital’s lab. Tests were outsourced to third-party labs, while similar service was offered within the health system’s labs at cost price.Few tests were automatically resulted by the analyzing equipment, leading to unnecessary manual intervention.Hemolyses rate of blood samples sent from the emergency department was at 14%.Layout and handling of samples was sub-optimal, resulting in unnecessary motion and inefficient coverage of equipment.Ample non-value-added work was embedded in the current processes, diverting the lab technician’s focus from testing activities.Multiple phlebotomy locations offered blood-draw services, whereas not all locations were fully utilized.Allocation of resources did not match demand for services across the various lab sections, including chemistry, hematology, lab data center, and phlebotomy service.The lab experienced challenges in several areas, including: ![]() The hospital and corporate administration acknowledged the benefit of using Lean methodologies in its facilities to increase efficiencies, improve service levels, and enhance quality of care. The balance of savings was incorporated into the following year’s budgetary cycle. Improvements included alignment of staffing to demand (by time of day and day of week), elimination of non-value-added activities, consolidation of outpatient phlebotomy stations, introduction of zoning coverage for inpatient phlebotomists, and reduction of hemolyses rate for samples taken in the emergency department.ĭuring the 14-week implementation, upon identifying additional opportunities, the total potential savings was adjusted up to $1.9M, while an annual (recurring) amount of $681,000 had already been realized by the end of the implementation period. During the diagnostic, the Tefen team identified 34 improvement levers totaling $1.3M to $1.6M in savings. The project was structured in two segments: diagnostic and implementation. ![]() Performance levels falling below expectations, coupled with the upcoming changes, ultimately drove the need to review the lab’s current operations to implement efficient processes and practices before moving to the new facility. The future holds an expansion of this hospital’s facilities, which will result in a potential relocation of the lab.įurthermore, the healthcare system will soon be introducing new Lab Information Management System and new testing equipment across its medical centers. Find how how Tefen helped, in this Case Study Operations Excellence in a Hospital’s Clinical LaboratoryĮxecutives from a hospital within a large Washington-Baltimore health network were concerned with inefficiencies in the hospital’s clinical laboratories. ![]()
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