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The Uganda Makerere University provides clinical laboratory support to over 70 clients in Uganda. With increased volume, manual data entry errors have steadily increased, prompting laboratory managers to employ the Six Sigma method to evaluate and reduce their problems. The purpose of this paper is to describe how laboratory data entry quality was improved by using Six Sigma.

The Six Sigma Quality Improvement (QI) project team followed a sequence of steps, starting with defining project goals, measuring data entry errors to assess current performance, analyzing data and determining data‐entry error root causes. Finally the team implemented changes and control measures to address the root causes and to maintain improvements. Establishing the Six Sigma project required considerable resources and maintaining the gains requires additional personnel time and dedicated resources.

After initiating the Six Sigma project, there was a 60.5 percent reduction in data entry errors from 423 errors a month (i.e. 4.34 Six Sigma) in the first month, down to an average 166 errors/month (i.e. 4.65 Six Sigma) over 12 months. The team estimated the average cost of identifying and fixing a data entry error to be $16.25 per error. Thus, reducing errors by an average of 257 errors per month over one year has saved the laboratory an estimated $50,115 a year.

The Six Sigma QI project provides a replicable framework for Ugandan laboratory staff and other resource‐limited organizations to promote quality environment. Laboratory staff can deliver excellent care at a lower cost, by applying QI principles.

This innovative QI method of reducing data entry errors in medical laboratories may improve the clinical workflow processes and make cost savings across the health care continuum.

The Thailand National Institute of Health (NIH) established an external quality assessment (EQA) scheme on HIV serology testing since 1994 for many public health laboratories. For the past six years, the NIH has evaluated the activities of 226 laboratories.

Approximately 40,000 tests using 16 trial samples of external quality assessment panel performed at 226 laboratories during 2000‐2006. The methods performed were classified into five assays; machine‐based enzyme immunoassay (MBA), microplate‐based enzyme immunoassay (EIA), simple/rapid test and antigen assay only performed at blood screening laboratory centers. A few laboratories performed confirmation method by western blot (WB). Most participating laboratories performed at least two methods.

The evaluation showed that, during the six‐year period, the program had an increasing response rate among all groups of laboratories: government hospital laboratories, private hospital and clinic laboratories and blood screening laboratory centers. Moreover, there were no significantly different errors found between these groups. The highest median percent of overall errors found was in antigen assay. Very minimal errors appeared on other methods.

National HIV EQA program has played an important role in improving the quality of participating laboratory performance. The participating laboratories gained a better understanding and were able to use good quality anti‐HIV approved kits. Furthermore, HIV serology testing selection was varied over the past six years as microplate‐based EIA was mostly used in the past but currently MBA and simple/rapid test are more commonly used. The test methods were determined by test volumes and budget. In addition, sensitivity was one critical reason labs chose to use EIA. The most popular method used was simple/rapid testing. Overall errors occurred with all assays but not with WB. Errors could occur with any test techniques if good quality management is not employed.

Many new laboratories have been built and others extended in recent years. It would be surprising if, in the process, the same problems did not keep cropping up. It would be even more surprising if fairly common solutions had not been found to a good proportion of them. These areas of common ground emerge in the symposium published in this issue and the next. In the symposium, which is restricted to electrical engineering laboratories, the contributors describe the arrangements in some up‐to‐date labs in colleges of various sizes. The intention is to indicate the requirements which they were designed to meet and, in turn, to relate these requirements to the aims and organisation of laboratory work. The symposiasts, in expressing their opinions, have in total covered this wide field quite thoroughly, but it is not intended to be a survey — there is no documentation of how each point of practice is carried through in a range of different laboratories — rather, good examples of modern methods used in individual laboratories are presented. To agree on standard laboratory plans and equipment lists to meet certain sets of requirements would not be desirable — even if it were possible. Areas where opinions and practices differ will become clear, and further points of difference will, we hope, be brought out in subsequent correspondence. The symposiasts and others designing or reconsidering their laboratories will welcome reactions and suggestions from readers: practical work and laboratory experiments occupy such a significant place in technical education in this country — even judged only by the allocation of course time and the expenditure on equipment — that the fullest discussion and most careful thought must be given to the planning of teaching workshops and laboratories.

Following two pilot studies, Clinical Pathology Accreditation (CPA) accreditation was introduced to UK pathology laboratories in 1992. Since then, significant numbers of laboratories have undergone accreditation but many have never applied. We carried out a postal survey of 145 accredited laboratories in the UK to independently determine the opinions of laboratory managers/clinicians about CPA and whether accreditation had produced any significant benefits to pathology services. Ninety‐three replies were received (64 per cent) a good response to an unsolicited questionnaire. Most laboratories felt accreditation by CPA had resulted in better laboratory performance with more documentation and better health and safety and training procedures. CPA accreditation was believed to provide useful information by approximately 50 per cent of laboratories but was also felt by a significant proportion of laboratories to be over‐bureaucratic, inefficient and expensive (46 of 93 respondents). Many complaints were voiced about the excessive paperwork that CPA generated and there was also a significant body of opinion that felt that CPA assessed areas were the domain of other regulatory bodies such as the CPSM, IBMS and HSE.

Inadequate measurement capability can place a heavy burden of implicit costs on manufacturers – even drive them out of business. It can have serious consequences for stakeholders in industry, commerce or science. High‐technology manufacturing must ensure a high level of precision in measurements, often to as much as a millionth of an inch. In seeking such high levels of precision, measurement laboratories often use traceability as a key precision criterion. Two comprehensive sets of measurements made over time by high‐precision laboratories on gauge blocks are used to explore the scope of traceability in ensuring high‐precision measurements. Significant differences were found between the high‐precision primary laboratories traceable to the National Institute of Standards and Technology in the USA. Explores general implications of such between‐laboratory differences and makes recommendations for secondary laboratories and stakeholders in dimensional metrology seeking to ensure a high level of precision in their measurements.

Laboratory data are extensively used in medical practice; consequently, laboratory errors have a tremendous impact on patient safety. Therefore, programs designed to identify and reduce laboratory errors, as well as, setting specific strategies are required to minimize these errors and improve patient safety. The purpose of this paper is to identify part of the commonly encountered laboratory errors throughout our practice in laboratory work, their hazards on patient health care and some measures and recommendations to minimize or to eliminate these errors.

Recording the encountered laboratory errors during May 2008 and their statistical evaluation (using simple percent distribution) have been done in the department of laboratory of one of the private hospitals in Egypt. Errors have been classified according to the laboratory phases and according to their implication on patient health.

Data obtained out of 1,600 testing procedure revealed that the total number of encountered errors is 14 tests (0.87 percent of total testing procedures). Most of the encountered errors lay in the pre- and post-analytic phases of testing cycle (representing 35.7 and 50 percent, respectively, of total errors). While the number of test errors encountered in the analytic phase represented only 14.3 percent of total errors. About 85.7 percent of total errors were of non-significant implication on patients health being detected before test reports have been submitted to the patients. On the other hand, the number of test errors that have been already submitted to patients and reach the physician represented 14.3 percent of total errors. Only 7.1 percent of the errors could have an impact on patient diagnosis.

The findings of this study were concomitant with those published from the USA and other countries. This proves that laboratory problems are universal and need general standardization and bench marking measures.

Original being the first data published from Arabic countries that evaluated the encountered laboratory errors and launch the great need for universal standardization and bench marking measures to control the laboratory work.

The paper develops a model for enhancing R&D productivity for Indian public funded laboratories. The paper utilizes the productivity data of five Council of Scientific and Industrial Research (CSIR) laboratories for analysis and to form the constructs of the model.

The weighted average method was employed for analyzing the rankings of survey respondents pertaining to the significant measures enhancing R&D involvement of researchers and significant non-R&D jobs. The authors have proposed a model of productivity. Various individual, organizational and environmental constructs related to the researchers working in the CSIR laboratories have been outlined that can enhance R&D productivity of researchers in Indian R&D laboratories. Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used to find the predictability of the productivity model.

The organizational factors have a crucial role in enhancing the R&D outputs of CSIR laboratories. The R&D productivity of researchers can be improved through implementing the constructs of the proposed model of productivity.

The R&D productivity model can be adapted by the R&D laboratories to enhance researchers’ R&D involvement, increased R&D outputs and achieving self-sustenance in long run.

The R&D laboratories can initiate exercises to explore the most relevant factors and measures to enhance R&D productivity of their researchers. The constructs of the model can function as a guideline to introduce the most preferable research policies in the laboratory for overall mutual growth of laboratory and the researchers.

Hardly any studies have been found that have focused on finding the measures of enhancing R&D involvement of researchers and the influence of significant time-intensive jobs on researchers’ productivity.

The aim of this study is to determine the effect of the application of the lean methodoloy in the pathology laboratory and to evaluate the results on the turnaround time.

This study was a prospective intervention study formed of the three stages of pre-intervention, determination of problem areas and the application of lean techniques and quality improvement. The study was conducted between February 2019 and August 2020. In the first stage, research was made through interviews, observations, questionnaires and seminars; in the second stage, observations, brain-storming, process flowcharts and fishbone diagram were used; and in the third stage, Kaizen, A3 method and spaghetti diagram were applied.

Following the application of lean techniques, turnaround time in the pathology laboratory was decreased, and the changes made in the working methods and placement of the units in the laboratory were found to have prevented unnecessary steps. The lean method was also determined to have had positive effects on the workplace satisfaction of the laboratory employees and of the physicians working with the laboratory.

The results showed that applying lean techniques could reduce waste and increase participation in processes. This article demonstrates its originality and relevance by proving that the lean techniques can be applied in the hospital laboratory. Actions to improve turnaround time are also crucial for the efficient use of resources.

To review the application of the principles of benchmarking to the field of laboratory medicine.

Review of the literature on performance management techniques employed in healthcare provision, and specifically in laboratory medicine, including benchmarking.

The review identifies the main performance indicators employed in quality assurance and benchmarking programmes that have been developed in laboratory medicine. Some of these have a clear benefit in improving laboratory performance, whilst others are used for more general management purposes. The emphasis of these programmes is on improving analytical performance, together with pre‐ and post‐analytical performance. The review highlights the fact that benchmarking in laboratory medicine is undertaken largely in isolation from the clinical setting in which it is applied. The benchmarking activities are, therefore, concerned with the process (dealing predominantly with efficiency and productivity) of producing laboratory results and do not probe into the way in which the laboratory services are employed in the care of patients (dealing with outcomes and value). Some examples of health outcomes studies are discussed, which demonstrate the value of the laboratory medicine service. They highlight the complexity of developing a more outcomes orientated approach to benchmarking of laboratory medicine services. These studies would show how the laboratory was used; they give a more holistic view of the role of laboratory medicine in healthcare provision.

The review shows how a more comprehensive and integrated approach to benchmarking of laboratory medicine service would provide valuable information on the effectiveness of the laboratory services.

Organizational conflict mediates management and innovator interest in commercializing technology. Issues (or circumstances) resulting from conflicting goals should be considered by companies in developing policies toward laboratory‐generated technology. These issues include where the technology was developed, relationship with the laboratory′s activity, “deliberateness” of the discovery, protectability, exclusive rights, processes versus products, maturation necessary, and cost to commercialization. Companies must weigh these issues in deciding to work with laboratories on innovations or continued commercial development.