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Innovation in immunohistochemistry (IHC) staining has evolved significantly over the last two decades. The process of staining has shifted from labor-intensive, manual techniques toward semi-automated instruments with off-line processes such as deparaffinization and antigen retrieval, and now to a new generation of baking-through-staining automated instrumentation systems that enable standardization, improved staining consistency, and expedited turnaround times. While automation has positively influenced IHC slide-staining quality and processes, the batch-run method has been a constraint in achieving Lean workflow efficiencies and improved productivity for the anatomic pathology laboratory.
This case study of the Cleveland Clinic Foundation (CCF) IHC work cell analyzes the impact of implementing single piece flow processing approach and comparing single piece flow output to batch processing of IHC slides. Also, this paper examines how third-party workflow consulting enhances the results associated with instrument implementation by also incorporating Lean workflow concepts, such as single piece flow.
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Among other topics, this FREE White Pape specifically addresses:
- Detailed Case Study data on IHC process.
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BenchMark ULTRA platform results.
Table of Contents
Executive Summary — Page 3
Preface: Immunohistochemistry (IHC) and IHC Workflow — Page 6
Introduction — Page 9
Chapter 1. Single Piece Flow IHC Platforms — Page 11
Chapter 2. CCF IHC Work Cell — Page 12
Chapter 3. Case Study — Page 14
Chapter 4. Results: Time from Pathologist Ordered IHC Stain to Instrument Verification — Page 17
Chapter 5. Results: Time from LIS Order to Run Completion — Page 19
Chapter 6. Results: Improved Productivity in the IHC Work Cell — Page 21
Conclusion — Page 22
References — Page 23
A-1 About the Authors — Page 25
A-2 About Ventana Medical Systems, Inc./Roche — Page 26
A-3 About DARK Daily — Page 27
A-4 About The Dark Intelligence Group, Inc., and THE DARK REPORT — Page 28
A-5 About the Executive War College on Laboratory and Pathology Management — Page 29
A-6 About Mark Terry — Page 31