Top-performing medical laboratories are using Lean to help craft RFPs, evaluate TLA options, then implement the automated systems to achieve optimal quality and productivity
In recent years, there’s been a big change in how clinical laboratories purchase total laboratory automation (TLA) solutions, and then integrate this automation into their lab operations. Using a strategy that is somewhat off the radar, top-performing medical laboratories will purchase and install TLA only after applying the principles of Lean to the physical layout and overall workflow within their labs.
This development demonstrates the growing acceptance of Lean, Six Sigma, and continuous process improvement methods at hospital-based laboratories and independent clinical laboratories.
As lab budgets get squeezed down each year and specimen volume increases, pathologists and clinical lab managers face the twin challenges of reducing costs while increasing the quality of their lab testing services. (more…)
Sales managers at top-performing medical labs and pathology groups are directing the lab sales reps to develop new clients who can refer lab tests that are still adequately reimbursed
In today’s rough-and-tumble healthcare marketplace, every clinical laboratory and pathology group needs a sales manager or sales vice president who is at that top of the game in managing productive sales reps, achieving growth targets, and strengthening their lab’s financial stability.
Labs with strong sales leaders are doing much better financially at a time when payers are slashing the prices they pay for medical laboratory tests. (more…)
In today’s tough financial environment, medical laboratories with effective Lean and Six Sigma improvement programs are showing the best financial performance
When Dark Daily wrote about how cost-cutting is now a major clinical laboratory industry trend last Wednesday, publication of that ebriefing triggered a flow of emails and commentary from readers far and wide.
Pathologists and medical laboratory managers who read Dark Daily tell us that they are facing painful decisions about where to cut. This is particularly true when labs cut expenses by reducing staff, laying off FTEs. This approach brings much emotional pain—along with the loss of valuable technical skills and extensive organizational experience that cannot be easily replaced.