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
Tag: standard work
CEO Summary: Pathologists at Ottawa Hospital not only must handle a large volume of specimens regularly, but are experiencing a 14% per year growth in the number of specimens. Last year, when the average turnaround time for a case was nine days, the pathology department embarked on a series of Lean and process improvement projects.
CEO SUMMARY: Lengthy wait times for patients at phlebotomy sites is a common problem for labs across the country. But the laboratory at WellSpan Health System in York, Pennsylvania decided to apply Lean methods to change this situation. Their Lean projects at two pilot patient service centers (PSC) produced a reduction in average waiting times
STEP BY STEP, INNOVATIVE CLINICAL LABORATORIES AND PATHOLOGY GROUPS across the country are deliberately raising the level of service they provide to patients and physicians. In the short term, this often delivers competitive advantage—at least until competing laboratories improve their own service to equal that new benchmark.
Raising the bar on service is the theme of
CEO SUMMARY: In presenting this list of macro trends for clinical laboratories, several themes are in play. They range from a continued emphasis on improving lab operations to the need to acquire and deploy sophisticated information technology. During the next few years, the long-predicted retirement of Baby Boomers will kick in. That will aggravate the
CEO SUMMARY: Long-standing work flow traditions in anatomic pathology provide fertile ground for improvement with Lean and similar process improvement methods. That was the case at Henry Ford Health System, where empowered teams in the pathology laboratory employed the principles of single-piece/small batch work flow, “pull”, and standard work. The outcomes were reduced defects, improved
CEO SUMMARY: Here’s a prediction that automation of work processes for phlebotomy, specimen collection, and specimen transport may be the next trend. Unfolding developments in the United States are creating a situation parallel to what was seen in Japanese hospital laboratories more than two decades ago—and led to the world’s first automated solutions for clinical
CEO SUMMARY: Piedmont Medical Laboratory (PML) could be the only clinical laboratory ever to pursue three quality improvement initiatives simultaneously. Even as it was in the early stages of implementing both Lean and Six Sigma methods, PML also decided to seek ISO 15189:2007 accreditation. Since 2004, the lab has worked diligently to put all three
CEO SUMMARY: Are Lean and Six Sigma techniques ready to make a big contribution in the laboratories of smaller hospitals? If you ask lab managers at Mayo Clinic’s Scottsdale Hospital, the answer is an unqualified “Yes!” Their 15-week Lean project in the hospital’s high volume core laboratory produced worthwhile improvements. It also formed the foundation
CEO SUMMARY: Unlike the slack employment market for pathologists seen during the 1990s, there is strong demand for pathologists in this decade. Private pathology group practices now face competition for the best pathology talent. That’s because public lab companies are regularly in the marketplace looking to hire pathologists with the right subspecialty skills and expertise.