laboratory management

1. By-
PRATIK P POLADIA

2. DEFINATION
 An ongoing process that seeks to efficiently
achieve the objectives of a medical laboratory.
The objectives of a medical laboratory are
providing its customers (physicians on behalf
of patients) accurate answers which
contribute to clinical treatment”..

3. Lab manager
• A good manager studies management as a
daily practice. The high-performance manager
is:
• A strategist: one who looks to the future.
• A Problem solver: one who uses his factors
under his or her control to redirect the course
of action to achieve the organisation objectives
• A teacher: One who guides and helps others
to identify and solves problems

4. LAB PLAN
• Each laboratory must have a strategic plan that describes its
long-term goals, such as a move toward more automation or
any modern diagnostic techniques.
• Each employee’s role should be clearly defined, and written job
descriptions should be provided so personnel know what they
are expected to do. Therefore, it is a not an easy task for a
manger to strike a balance among the clinical laboratory
regulations, fiscal responsibility, and employee competence and
morale to maintain the overall quality of patient care.
• it is appropriate to remember that the two most important
components of management are
• common sense
• open communication with laboratory staff

5. Lab DIRECTOR
• He/She must be a physician or a doctoral scientist
qualified to assume professional , scientific ,
consultative , organizational , administrative , and
educational responsibility for the services offered by the
lab .
• If a non-pathologist physician or doctoral scientist
service as director , he/she must be qualified by virtue
of documented training ,expertise , and experience in
areas of analytic testing offered by the lab .
• He/She must have sufficient training and experience in
clinical medicine , sciences basic to medicine , clinical lab
sciences

6. DUTIES
• The following directorial functions are :
1- interpretation , correlation , and communication of lab
data
2- interaction with physicians and/or medical staff ,
patient , administration .
3- monitoring of standard of performance , QC , QI.
4- provision of education programs , planning , research.
5- ensuring sufficient personnel with adequate
documented
training and experience to meet the needs of the lab .
6- he/she must be decision-maker in the selection of all
lab equipments and supplies .

7. SUPERVISOR
 Bachelor degree in chemical or clinical lab /
medical technology science with at least one year
experience .
 Is reponsible for day-to-day supervision of the
lab operation , as well as personnel performing
testing and reporting test results .

9. Quality Management System Definition
 All aspects of the laboratory operation need to be
addressed to assure quality; this constitutes a
quality management system

10. Introduction Laboratory
Quality Management
System-Module 1 10
Complexity of a Laboratory System
•Data & Laboratory
Management
•Safety
•Customer Service
Patient/Client Prep
Sample Collection
Sample Receipt and
Accessioning
Sample Transport
Quality Control
Testing
Record Keeping
Reporting
Personnel Competency
Test Evaluations

11. Why Medical Labs need Quality
Management
 Medical Laboratories
 Highly complex operations
 Individuals doing complex tasks
 Absolute need for Accuracy
 Absolute need for Confidentiality
 Absolute need for Time Effectiveness
 Absolute need for Cost Effectiveness
January 2009 11

12. Introduction Laboratory
Quality Management
System-Module 1 12
Path of Workflow
THE PATIENT Test selection Sample Collection
Sample Transport
Laboratory Analysis
Examination Phase
Report Creation
Report Transport
Preexamination Phase
Result Interpretation Postexamination Phase

13. Personnel
human resources
job qualifications
job descriptions
orientation
training
competency assessment
professional development
continuing education

14. Equipment
• acquisition
• installation
• validation
• maintenance
• calibration
• troubleshooting
• service and repair
• records

15. Purchasing and
Inventory
vendor qualifications
supplies and reagents
critical services
contract review
inventory management

16. Process Control
quality control
sample management
method validation
method verification

17. Information Management
confidentiality
 requisitions
 logs and records
 reports
 computerized laboratory
information systems (LIS)

18. Introduction Laboratory
Quality Management
System-Module 1 18
Documents Records
creation collection
revisions and review review
control and distribution storage
retention

19. Occurrence Management
complaints
mistakes and problems
documentation
root cause analysis
immediate actions
corrective actions
preventive actions

20. Introduction Laboratory
Quality Management
System-Module 1 20
Laboratory Assessment
External
Proficiency
testing (EQA)
Inspections
Accreditations
Internal
Internal

21. Process Improvement
opportunities for improvement (OFIs)
stakeholder feedback
problem resolution
risk assessment
preventive actions
corrective actions

22. Customer Service
customer group identification
customer needs
customer feedback

23. Facilities and Safety
safe working environment
transport management
security
containment
waste management
laboratory safety
ergonomics

24. Introduction Laboratory Quality Management
System-Module 1 24
Implementing
Quality Management
does not
guarantee
an
ERROR-FREE
Laboratory
But it detects
errors that may
occur and
prevents them
from recurring

25. Laboratory errors cost in
time
personnel
effort
patient
outcomes
Introduction Laboratory Quality Management
System-Module 1 25

26. ECONOMY MANAGEMENT
Economic model may be used to improve
business performance of laboratories by
 removing weaknesses,
 minimizing threats,
 using external opportunities and
 internal strengths.
Introduction Laboratory Quality Management
System-Module 1 26

27. INTERNAL /EXTERNAL FACTORS
 Strength and Weaknesses refer to internal
characteristics of a clinical laboratory, whereas
 Opportunities and Threats are external factors
Introduction Laboratory Quality Management
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28. Introduction Laboratory Quality Management
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29. STRENGTHS & WEAKNESS
 Strengths describe advantages of the laboratory
in comparison with other similar laboratories in
the same geographical region.
 Weaknesses refer to shortcomings in the work of
laboratory and removing the weaknesses would
create new opportunities that could improve the
quality of workand, consequently, increase
profitability.
Introduction Laboratory Quality Management
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30. OPPORTUNITIES & THREATS
 Opportunities refer to conditions in the
laboratory that may lead to the improvement in
business operations.
 Threats represent conditions that may lead to
difficulties in business operations
Introduction Laboratory Quality Management
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31. PROFIT OF LAB
 The operating profit as a measure of profitability
of the clinical laboratory was defined as
 total revenue minus total expenses
Introduction Laboratory Quality Management
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32. HOW?
 Quality Management and good work
organization aimed at achieving a continuous
improvement in pre-analytical ,analytical, and
post-analytical phases are part of a good
laboratory practice
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33. CONT…..
 Successful quality management in a clinical
laboratory setting reduces both the
 need to repeat tests and
 raw material consumption,
Leading to increased business effectiveness.
Introduction Laboratory Quality Management
System-Module 1 33

34. CONCLUSION
 The fact that making profit is not the primary
function of the health system.
 Every health department should have basic
knowledge of economic principles and their
application.
Introduction Laboratory Quality Management
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