CEO SUMMARY: After hospital labs and pathology groups implement Lean and process improvement methods to harvest the easiest cost savings and boost quality, they often take the next step of introducing real-time analytics systems. Access to detailed data about workflows, productivity, and turnaround times then drives continuous improvement projects. At St. Joseph’s Hospital and Medical
Tag: process improvement
CEO SUMMARY: In more than 40 presentations by 55 speakers, two big themes dominated the 11th annual Lab Quality Confab in New Orleans last week. One theme is the urgent need to cut clinical laboratory costs. The second theme is the need for both clinical labs and anatomic pathology groups to deliver more value to
FOR THE PAST SEVERAL YEARS, and particularly since Congress passed the Patient Access to Medicare Act in 2014, clinical labs have focused on controlling costs, as they should. After all, PAMA calls for steep cuts in what the federal Centers for Medicare and Medicaid Services will pay clinical labs beginning Jan. 1, 2018. (See TDRs,
PAML of Spokane, Washington, was the subject of an unusual public disclosure recently made by Laboratory Corporation of America. The lab company sent a statement to the Spokane Journal of Business stating its plans to make PAML “its primary lab site in the western U.S. for workplace and toxicology testing.” The statement was made to the
EXPERTS OFTEN PROCLAIM THAT THE U.S. HEALTHCARE SYSTEM is slow to change and slow to adopt the management approaches, operational innovations, and new technologies that other industries use.
One example is adoption of the quality management techniques that W. Edwards Deming and the Japanese developed by the 1970s. Today, these are described as Lean, Six Sigma,
CEO SUMMARY: Being accredited to this internationally recognized standard for quality and competence communicates to clients and prospective clients that one of the nation’s largest clinical labs is committed to the highest standards of quality. Clients already knew about that commitment but now have definitive proof, ARUP said. Also, lab administrators believed that gaining accreditation
CEO SUMMARY: Two years ago, the rate of hemolysis in blood drawn in the Cleveland Clinic’s Emergency Department was about nine times higher than the ASCP recommended rate of 2%. With a two-year cooperative agreement and funding from the federal Centers for Disease Control and Prevention, the ED and clinical lab staff developed a quality
Patients of Health Diagnostic Laboratories who were tested between 2009 and 2014 are now being dunned by a collection agency! Creditors in the HDL bankruptcy case have engaged a Florida collection agency to go after 9,000 accounts. As reported by The Wall Street Journal, the amount of these bills totals $50 million, according to bankruptcy court documents.
CEO SUMMARY: Before a redesign of phlebotomy workflow at Marshfield Clinic, patients might wait as long as an hour, particularly before noon when phlebotomists would see 75% of each day’s patients. After the redesign, the number of draw sites was reduced from five to two while handling an increase in daily patient volume from 700 to 855. Patient wait times fell
CEO SUMMARY: As healthcare transitions away from fee-for-service payment and adopts new models of reimbursement, every clinical lab will need to deliver more value with its lab testing services. At Henry Ford Health System in Detroit, the laboratory division has blazed a path of improving lab performance specifically to enable it to add value to