scholarly journals Facing COVID 19 pandemic: experience from a clinical microbiology laboratory in Spain

2020 ◽  
Vol 7 (6) ◽  
pp. 232-235
Author(s):  
Tristancho-Baro AI ◽  
Egido P ◽  
Ortega D ◽  
Mormeneo-Bayo S ◽  
Rezusta A
Keyword(s):  
Medical Record ◽  
Electronic Medical Record ◽  
Personnel Management ◽  
Clinical Laboratory ◽  
Turnaround Time ◽  
Medical Laboratory ◽  
Clinical Microbiology Laboratory ◽  
Laboratory Services ◽  
The Difference ◽  
Demand Scenario

Objectives: To calculate the turnaround time of results to be able in the electronic medical record. Postulate some available tools regarding laboratory management to assume full response in an increasing demand scenario. Materials and methods: Retrospective analysis of all samples reaching the lab since February 17 until May 10 was performed using LIS. Records of personnel management and equipment delivery were consulted. Time to results was measured as the difference in hours between time of analytic request and the date of result upload to the electronic medical record. Results: Time to result started at 24 hours and continually decreased over time reaching stability on week 10 around 6.5 hours. Active measurements taken fall into groups: personnel management, Laboratory schedules and technical capacity. Conclusion: Adoption of an uninterrupted sample processing method (24/7) and the implementation of high throughput systems are the best options for increasing results performance, where other measurements like redistributing and re train personnel would be more successfully implemented. Keywords: clinical laboratory services, SARS-CoV-2, medical laboratory personnel, clinical laboratory techniques, health policy, COVID-19

Physician Satisfaction With Clinical Laboratory Services: A College of American Pathologists Q-Probes Study of 138 Institutions

2009 ◽  
Vol 133 (1) ◽  
pp. 38-43
Author(s):  
Bruce A. Jones ◽  
Leonas G. Bekeris ◽  
Raouf E. Nakhleh ◽  
Molly K. Walsh ◽  
Paul N. Valenstein
Keyword(s):  
Quality Improvement ◽  
Clinical Laboratory ◽  
Turnaround Time ◽  
Physician Satisfaction ◽  
Reliability Of Results ◽  
Improvement Program ◽  
Valuable Component ◽  
Laboratory Services ◽  
Survey Results ◽  
High Level

Abstract Context.—Monitoring customer satisfaction is a valuable component of a laboratory quality improvement program. Objective.—To survey the level of physician satisfaction with hospital clinical laboratory services. Design.—Participating institutions provided demographic and practice information and survey results of physician satisfaction with defined aspects of clinical laboratory services, rated on a scale of 1 (poor) to 5 (excellent). Results.—One hundred thirty-eight institutions participated in this study and submitted a total of 4329 physician surveys. The overall satisfaction score for all institutions ranged from 2.9 to 5.0. The median overall score for all participants was 4.1 (10th percentile, 3.6; 90th percentile, 4.5). Physicians were most satisfied with the quality/reliability of results and staff courtesy, with median values of excellent or good ratings of 89.9%. Of the 5 service categories that received the lowest percentage values of excellent/good ratings (combined scores of 4 and 5), 4 were related to turnaround time for inpatient stat, outpatient stat, routine, and esoteric tests. Surveys from half of the participating laboratories reported that 96% to 100% of physicians would recommend the laboratory to other physicians. The category most frequently selected as the most important category of laboratory services was quality/reliability of results (31.7%). Conclusions.—There continues to be a high level of physician satisfaction and loyalty with clinical laboratory services. Test turnaround times are persistent categories of dissatisfaction and present opportunities for improvement.

Hospital Nursing Satisfaction With Clinical Laboratory Services: A College of American Pathologists Q-Probes Study of 162 Institutions

2006 ◽  
Vol 130 (12) ◽  
pp. 1756-1761 ◽  
Author(s):  
Bruce A. Jones ◽  
Molly K. Walsh ◽  
Stephen G. Ruby
Keyword(s):  
Quality Improvement ◽  
Clinical Laboratory ◽  
Turnaround Time ◽  
Satisfaction Score ◽  
Nursing Personnel ◽  
Laboratory Management ◽  
Nursing Satisfaction ◽  
Laboratory Service ◽  
Hospital Nursing ◽  
Laboratory Services

Abstract Context.—Monitoring customer satisfaction is an important and useful quality improvement tool and is required of most clinical laboratories in the United States. Objective.—To survey the level of nursing satisfaction with hospital clinical laboratory services. Design.—Participating laboratories provided information regarding laboratory demographics and practices. These laboratories then surveyed hospital nursing personnel regarding their level of satisfaction with defined aspects of laboratory service. Setting.—College of American Pathologists Q-Probes laboratory quality improvement study in 162 hospital laboratories. Main Outcome Measures.—Nursing overall satisfaction score (ranging from 1, not satisfied, to 5, very satisfied) and satisfaction scores for 13 specific aspects of clinical laboratory services. Results.—One hundred sixty-two institutions submitted data from a total of 7033 nursing surveys. The overall satisfaction score for all institutions ranged from 2.5 to 4.6. The median overall score for all participants was 3.9 (10th percentile, 3.2; 90th percentile, 4.2). Nursing personnel were most satisfied with the accuracy of test results, phlebotomy courtesy toward patients and nursing staff, and notification of abnormal results. They were least satisfied with stat test turnaround time, laboratory management responsiveness and accessibility, phlebotomy responsiveness to service requests, and routine test turnaround time. The most important aspect of laboratory service reported by nursing personnel was stat test turnaround time. Conclusions.—Most nursing personnel are satisfied with the clinical laboratory services that are provided to the patients in their care. Although test result accuracy is very highly regarded, there is room for improvement in several aspects of service, particularly in test turnaround time and laboratory management accessibility and responsiveness.

scholarly journals Evaluation of the quality of clinical laboratory services in the University Hospital of Kinshasa, Democratic Republic of the Congo

2021 ◽  
Vol 9 (1) ◽  
pp. 44-50
Author(s):  
Chabo Byaene Alain ◽  
◽  
Mabela Matendo Rostin ◽  
Konde Numbi Joël ◽  
Muhindo Mavoko Hypolite ◽  
...  
Keyword(s):  
Quality Improvement ◽  
Customer Satisfaction ◽  
Democratic Republic ◽  
Clinical Laboratory ◽  
Turnaround Time ◽  
University Hospital ◽  
Laboratory Services ◽  
Republic Of The Congo ◽  
The University

The evaluation of the quality of a service is the critical assessment of the degree to which the service, or its component, provides customers’ satisfaction. Monitoring customer satisfaction is an important and useful quality improvement tool for clinical laboratories and health care organizations. The purpose of this research is to evaluate the satisfaction level with laboratory services among attending physicians and to identify factors associated with satisfaction and priorities for quality improvement. A cross-sectional study was conducted at the University Hospital of Kinshasa. Data were collected through a reliable and valid interviewer-administered questionnaire and analyzed by using SPSS version 21. The correlation between associated factors and customer satisfaction was analyzed using the chi-square test and multivariate regression analysis. The Importance-Performance Analysis was the determinant of improvement priority. The overall level of customers’ satisfaction toward clinical laboratory services in this study was 45.2% with a response rate of 330 (100%). Gender (ORadj = 1.75, 95% CI 1.06, 2.91), Department (ORadj = 3.09, 95% CI 1.50, 6.37) and academic title (ORadj = 6.85, 95% CI 3.51, 8.81) were found to have a statistically significant association with the overall satisfaction. Results accuracy (I = 0.944, P = 4.7), laboratory turnaround time (I = 0.932, P = 4.8), and availability of all the tests requested by physicians (I = 0.917, P = 4.9) were the most important opportunities for quality improvement. The overall level of customers’ satisfaction with laboratory services was low. Thus, the laboratory management must establish preventive and corrective measures to improve the results’ accuracy, reduce the laboratory turnaround time, and ensure the availability of all the tests requested by physicians. Keywords: Customers satisfaction, clinical laboratory, services’ quality, continuous improvement, Democratic Republic of the Congo.

scholarly journals Delivering clinical laboratory services to intensive care units

1996 ◽  
Vol 42 (3) ◽  
pp. 387-391 ◽  
Author(s):  
M W Steffes ◽  
J L Gillen ◽  
S A Fuhrman
Keyword(s):  
Intensive Care ◽  
Intensive Care Units ◽  
Cost Reduction ◽  
Clinical Laboratory ◽  
Turnaround Time ◽  
Laboratory Services ◽  
Surgical Icu ◽  
Integrated Program

Abstract In response to the pressures of cost reduction, we established and evaluated a carefully integrated program to deliver clinical laboratory services more promptly and efficiently to the intensive care units (ICUs). The new protocol reduced the steps and turnaround time from ordering tests by physicians to reporting results by as much as 80% on all ICUs, permitting significant reductions in personnel (exceeding $400,000 per year). For the surgical ICU there were also fewer blood collections (mean preprotocol: 7.0 per patient per 24 h; mean last 12 months: 6.0; P= 0.002). The volume of blood collected fell from 8.1 to 3.5 mL per collection, primarily following an emphasis on small containers. Consequently, the amount of blood taken from each surgical ICU patient decreased from 56 to 21 mL per 24 h (P <0.001).

scholarly journals Lab Wisely in Canada: Enhancing and highlighting the role of all clinical laboratory professionals in reducing harm and waste

2021 ◽  
Vol 156 (Supplement_1) ◽  
pp. S117-S117
Author(s):  
A VanSpronsen ◽  
C Nielsen ◽  
B Djukic ◽  
V Villatoro
Keyword(s):  
Laboratory Testing ◽  
Clinical Laboratory ◽  
Significant Proportion ◽  
Choosing Wisely ◽  
Medical Laboratory ◽  
Medical Overuse ◽  
Specimen Collection ◽  
Laboratory Services ◽  
Inappropriate Utilization

Abstract Introduction/Objective Stewardship initiatives are a key strategy for addressing inappropriate utilization of clinical laboratory resources. These approaches require engagement of multiple types of stakeholders. Some professional groups are historically underrepresented, such as those who perform specimen collection, testing, and quality processes. A specific campaign is needed to engage these groups and highlight their expertise. Methods/Case Report We surveyed Medical Laboratory Technologists and Medical Laboratory Assistants to understand the barriers they face to participating in laboratory stewardship initiatives. These survey findings helped shape tools and resources that we created for new campaign called Lab Wisely. We also identified that one-third of existing Choosing Wisely Canada recommendations relate to laboratory testing. We categorized and tagged each recommendation to create a publicly-available searchable database which was placed on the campaign website (LabWisely.ca). Results (if a Case Study enter NA) NA Conclusion Laboratory testing is featured in a significant proportion of all Choosing Wisely Canada recommendations, supporting the idea that the clinical laboratory should be heavily involved in reducing medical overuse in healthcare. In our survey, we found that laboratory professionals face time and workload constraints, but feel a professional responsibility for ensuring appropriate resource use by all users. There was also a lack of ‘know- how’ around tangible ways to become involved. The Lab Wisely website has become a one-stop-shop for highlighting the role of technical and scientific professionals in laboratory stewardship and providing concrete tools that can be used to develop capacity in these groups. Every level of staff can and should be involved in improving the utilization of clinical laboratory services.

scholarly journals Total Laboratory Automation and Three Shifts Reduce Turnaround Time of Cerebrospinal Fluid Culture Results in the Chinese Clinical Microbiology Laboratory

2021 ◽  
Vol 11 ◽  
Author(s):  
Weili Zhang ◽  
Siying Wu ◽  
Jin Deng ◽  
Quanfeng Liao ◽  
Ya Liu ◽  
...  
Keyword(s):  
Clinical Microbiology ◽  
Laboratory Data ◽  
Turnaround Time ◽  
Klebsiella Pneumonia ◽  
Clinical Microbiology Laboratory ◽  
Laboratory Automation ◽  
Microbiology Laboratory ◽  
Significant Difference ◽  
Total Laboratory Automation ◽  
The Difference

BackgroundTotal laboratory automation (TLA) has the potential to reduce specimen processing time, optimize workflow, and decrease turnaround time (TAT). The purpose of this research is to investigate whether the TAT of our laboratory has changed since the adoption of TLA, as well as to optimize laboratory workflow, improve laboratory testing efficiency, and provide better services of clinical diagnosis and treatment.Materials and MethodsLaboratory data was extracted from our laboratory information system in two 6-month periods: pre-TLA (July to December 2019) and post-TLA (July to December 2020), respectively.ResultsThe median TAT for positive cultures decreased significantly from pre-TLA to post-TLA (65.93 vs 63.53, P<0.001). For different types of cultures, The TAT of CSF changed the most (86.76 vs 64.30, P=0.007), followed by sputum (64.38 vs 61.41, P<0.001), urine (52.10 vs 49,57, P<0.001), blood (68.49 vs 66.60, P<0.001). For Ascites and Pleural fluid, there was no significant difference (P>0.05). Further analysis found that the incidence of broth growth only for pre-TLA was 12.4% (14/133), while for post-TLA, it was 3.4% (4/119). The difference was statistically significant (P=0.01). The common isolates from CSF samples were Cryptococcus neoformans, coagulase-negative Staphylococcus, Acinetobacter baumannii, and Klebsiella pneumonia.ConclusionUsing TLA and setting up three shifts shortened the TAT of our clinical microbiology laboratory, especially for CSF samples.

Three-year customer satisfaction survey in laboratory medicine in a Chinese university hospital

2018 ◽  
Vol 56 (5) ◽  
pp. 755-763
Author(s):  
Siqi Guo ◽  
Yifei Duan ◽  
Xiaojuan Liu ◽  
Yongmei Jiang
Keyword(s):  
Customer Satisfaction ◽  
Turnaround Time ◽  
Influential Factors ◽  
University Hospital ◽  
Medical Laboratory ◽  
Laboratory Service ◽  
Laboratory Services ◽  
Essential Components ◽  
Customer Satisfaction Survey ◽  
Corrective Actions

AbstractBackground:Customer satisfaction is a key quality indicator of laboratory service. Patients and physicians are the ultimate customers in medical laboratory, and their opinions are essential components in developing a customer-oriented laboratory.Methods:A longitudinal investigation of customer satisfaction was conducted through questionnaires. We designed two different questionnaires and selected 1200 customers (600 outpatients and 600 physicians) to assess customer satisfaction every other year from 2012 to 2016. Items with scores <4 were considered unsatisfactory, and corrective actions should be taken.Results:The completion rates of physicians were 96.8% in 2012, 97% in 2014 and 96.5% in 2016, whereas the rates of patients were 95.3%, 96.2% and 95.2%, respectively. In 2012, the most dissatisfaction items were test turnaround time (3.77 points) and service attitude (3.87 points) from physicians, whereas waiting time (3.58 points) and examination environment (3.64 points) were the most dissatisfaction items from patients. After corrective actions were taken, the result of satisfaction in 2014 was better, which illustrated our strategy was effective. However, some items remained to be less than 4, so we repeated the survey after modifying questionnaires in 2016. However, the general satisfaction points of the physicians and patients reduced in 2016, which reminded us of some influential factors we had neglected.Conclusions:By using dynamic survey of satisfaction, we can continuously find deficiencies in our laboratory services and take suitable corrective actions, thereby improving our service quality.

scholarly journals General Problems for Clinical Laboratory Automation

1972 ◽  
Vol 18 (1) ◽  
pp. 26-33 ◽  
Keyword(s):  
Clinical Laboratory ◽  
State Of The Art ◽  
National Institutes Of Health ◽  
Medical Laboratory ◽  
Laboratory Automation ◽  
Medical Sciences ◽  
Laboratory Services ◽  
Complete Automation ◽  
General Goals ◽  
General Aspects

Abstract This presentation reflects a concern of the members of the Automation in the Medical Laboratory Sciences Review Committee1 of the National Institute of General Medical Sciences, NIH, regarding the state of the art of mechanization of the clinical laboratory. It identifies general goals for future developments toward complete automation of the clinical laboratory and suggests ways in which these goals can be achieved. This editorial is concerned chiefly with the general aspects of the problems common to all sections of the clinical laboratory. It also is part of, and serves as the introduction to, a more detailed discussion that was prepared for the NIGMS, which is available upon request to the Information Office, NIGMS, National Institutes of Health, Bethesda, Md. 20014. It was the belief of the Committee that this presentation would be of interest to those concerned with quality laboratory services.

scholarly journals ROLE OF DELTA CHECK IN CLINICAL LABORATORY SERVICES

2019 ◽  
Vol 25 (1) ◽  
pp. 111
Author(s):  
Osman Sianipar
Keyword(s):  
Clinical Laboratory ◽  
Time Interval ◽  
Test Results ◽  
Laboratory Services ◽  
Laboratory Test Results ◽  
Instrument Control ◽  
Check System ◽  
The Difference ◽  
Patient Values

Delta check is a process during post-analytical phases to detect discrepancies of test results before reporting by comparing current patient values to the previous test result. It is one of the efforts in assuring the quality of laboratory test results.  It has to be done although control of sampling, control of method, control of the instrument, control of reagents as well as control of data distribution has been done well. The difference between those two test results is compared to a delta check limit that is specific for the test parameter within a predefined time interval.  A time interval is flexible, and usually, most hospital laboratories choose 24 or 48 hours. Delta check limits should be defined so that both acceptable and unacceptable changes could be detected. Delta check limits should be based upon the total expected variation on both biological, and analytical variation. Delta check limits can be expressed as the absolute or percent difference between two consecutive results. The delta check system is addressed to evaluate changes in patient condition as well as quality sample issues and patient misidentification.

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