Translating Clinical Laboratory Science Into Business Objectives: How an Educational Program Measured and Analyzed Performance and Transformed the Approach to Improving Laboratory Operations
Now more than ever befor
e, clinical labs are under pressure to operate efficiently, accurately, and timely, all while still making money. Doctors and patients have come to expect a 24-hour turnaround for most tests. Clinical labs throughout the United States have been slashing budgets, many literally to the point of no return. At least 13 public health labs in four states have shuttered since 2003, which posed a serious problem when COVID-19 hit because resources did not meet demand.
Labs still in business know the challenges of maintaining budgets while operating at capacity and could list the obstacles categorically: Issues related to equipment, staffing, data management, and workflow are well known, from the techs and managers in the lab all the way up the administrative chain to the finance managers and business improvement teams. Cost containment is on the lips of nearly everyone, but not at the expense of quality, turnaround time, flexibility, and accuracy.
To benefit the bottom line, laboratory professionals are looking for ways to improve overall operations, whether they think every area is running as smoothly as possible or whether they’ve already diagnosed a weakness in their processes. But where do clinical lab pros like you begin? How do you perform diagnostics of their own systems? Benchmarks can be deceiving.
This timely white paper considers how using an educational program, developed for laboratory technologists, managers, pathologists, finance managers, business improvement teams—even learning and development managers—can help medical labs measure systems and practices, identify problems, correct those problems, and ultimately boost overall operations. By following a specific process covered in this paper, you can strengthen your lab’s overall performances and improve its bottom line.
Find these, and many more indispensable insights in this White Paper:
- Identify problems—some of them completely hidden even when a lab seems like it is running efficiently and smoothly—to avoid medical errors that result from breakdowns in operations
- Understand your lab’s business as well as you understand a petri dish, as financial belts are tightened and you continue to be asked to look for efficiencies to drive cost containment
- How an educational program to help lab staff and management become proficient in the concepts necessary to improve laboratory processes can help stakeholders understand ways in which lab resourcing and process design affects its clinical and financial performance
- Learn how one pathology manager reduced his lab’s turnaround time from over 3 hours to less than 2 hours, as well as reducing plastic waste and therefore laboratory waste-handling costs, among other improvements
White Paper Table of Contents
INTRODUCTION
Chapter 1:
Realizing Operational Weaknesses in the Clinical Laboratory and Mapping a Way Through
Chapter 2:
Need for Business Knowledge Presents Unexpected Learning Curve for Rising and Seasoned Medical Laboratory Leaders
Chapter 3:
How an Educational Program Measured and Analyzed Performance to Improve Clinical Laboratory Operations
CONCLUSION
Science has always been the paramount focus of laboratory managers, but that is no longer sufficient. This in-depth white paper will show you how to equip your clinical laboratory staff and business administrators with the skills necessary to evaluate, measure and analyze in a way that can improve lab operations and practices, and improving the bottom line.
Investing in educational courses can prove beneficial your clinical lab, regardless of whether you are evaluating possible changes, want to diagnose areas of weakness, have new or inexperienced leadership, are seeking ways to contain costs, or wanting to improve virtually every aspect of your laboratory operations.
Learn what you need to know about this innovative trend by downloading your FREE copy of “Translating Clinical Laboratory Science Into Business Objectives” below.
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