Concepts for Lean laboratory organization

Abstract

In the last decades, hospital laboratories are beset on all sides by demands to lower the costs of laboratory procedures and at the same time to provide (i) more rapid and usable services, (ii) a broader spectrum of parameters, and (iii) process a higher frequency of specimens. These demands are voiced by patients, physicians, hospital administrators, and governmental agencies. Thus, laboratory management is required to decrease costs, increase efficiency, and promote customer satisfaction under the consideration of quality to be of primary importance. Beside the main task of a laboratory (i.e. the analyzing of patient specimens, interpretation of results, expert advice for clinicians), quality management, education of technicians and medical staff, research and development, and development of economic strategies are important duties and responsibilities. A lean laboratory organization is an important condition to cope these duties. Lean laboratory concepts have to include the preanalytical, analytical and postanalytical period. Strategic planning decisions have to be based primarily on information derived from the external environment and have to be long-term. Lean laboratory concepts always have a holistic view, including medical demands and economic aspects. An example will be shown of how lean laboratory concepts influence the organization, efficacy and performance of a hospital laboratory.

Keywords

• automatization
• lean laboratory