QUALITY SYSTEMS MANAGEMENT

 Key Management Goal:

o Ensure the quality laboratory services are provided
 How to accomplished this goal?
o Every laboratory should:
1. Strive to obtain modern laboratory equipment
2. Hire a well-trained staff
3. Ensure a well designed & safe physical environment
4. Create a good management team
 Quality Healthcare issues & Medical Errors should be addressed.
 Laboratory Errors are as follows:
o Pre-analytical Errors: (patient preparation and specimen collection and transport)
1. Hemolyzed, clotted, insufficient samples
2. Incorrectly identified / unlabeled specimen
o Analytical Errors:
1. Calibration errors
2. Instrument malfunction
3. Contamination of reagent (expired)
o Post-analytical Errors:
1. Reports sent to the wrong Physician
2. Long TAT
3. Missing Reports

***most common is transcription  error in typing name

Standard Approaches to Quality Leadership and Management

Total Quality Management (TQM) Continuous Quality Improvement (CQI)
A systems approach that focuses on teams, processes, An element of TQM that strives to continually improve
statistics, and delivery of services/products that meet or practices and not just meet established quality standards
exceed customer expectations.

Tools to Improve Quality throughout the Health Care Industry

Six Sigma Lean
A performance improvement program, the goal of which  A system for reducing waste (“nonvalued activities”) in
can be summarized by the mantra “improvement by production or manufacturing processes.
eliminating process variation”: improved performance,  Developed from principles used by Toyota Corporation
improved quality, improved bottom line, improved  Lean utilizes the 5S & PDCA
customer satisfaction, and improved employee 1.Sort P-lan
satisfaction. 2.Set in Order D-o
3.Shine C-heck
4.Standardized A-ct
5.Sustain

I. NATURE OF MANAGEMENT
A. INFORMATION AGE:
 Management has changed from supervision of “factory” workers to coordination of knowledge workers.
o Technical expertise

B. ORGANIZATIONAL STRUCTURE
 II. MANAGEMENT PROCESS
A. MANAGERIAL FUNCTIONS

1. Planning
2. Organizing
3. Directing
4. Decision making / problem solving
5. Coordinating
6. Communicating

1. Planning
 Develop a pathway(s) to accomplish the organization’s mission and goals using resources and time.
 SWOT Analysis –determine both internal and external factors of the organization standards.
o Internal Factors
 S –strengths of the organization
 W –weaknesses of the organization
o External Factors
 O –opportunities available to the organization
 T –threats to organization
 Types of Plans
o A. Short Range or Tactical Plans
 Cover a 1-5 year period and focus on tasks that can be completed in this time frame.
o B. Operational Planning
 May be for 1 year or one budget period & concerns operations.
o C. Strategic Planning
 Maps out the course of an organization for approximately 20 years.
 Involves Tactical & Operational plans
 as well as forming alliances and partnerships with __ sometimes with competitors
 Evaluated & modified annually.

Strategic Planning
 Process of making a high level decisions.
 Can also be defined as:
1. Deciding on the objectives of the organization and the need to modify existing objectives if appropriate
2. Allocating resources to attain these objectives
3. Establishing policies that govern the acquisition, use, and disposition of these resources.

***SWOT Analysis is important because when it is complete, the manager can plan a course of action or organization to
follow that will accomplish its goals and missions.
***Written goals allow employees to work toward a common result. Goals should be broad and objective should be
written to achieve specific task.

***Objectives are tasks to achieve the goals and they are focused on achieving one goal. Each objective deals with one
task and very specific. Objective are written using action words and evaluated against specific and specified numerical
criteria.

***SWOT Analysis  Objectives  Goals

Strategic Planning Vs. Tactical Planning

 Strategic Planning → based on long-term projections and a global view that can have an impact on all levels of a
laboratory’s operations.
 Tactical Planning → consists of the detailed, day-to-day operations needed to meet the immediate needs of
the laboratory and works toward meeting the long-term strategic goals that have been set.

B. Organizing
Time Management Flexibility to plan their work (because it is dictated by the administration or organization)
*Ex. Patient admission, emergency patient, and out patients
*Managers have more control over their workload and therefore they must identify control and
eliminate specific situations that rob them off time
Structure Organizational Structure is based on:
A. Authority
 Formal –Assigned by organization or administration
 Informal –Gained informally through competence or leadership qualities
B. Responsibility –Assigned by administration through delegation
C. Accountability –Occurs when the person responsible for completing a task is evaluated to
determine if the task was completed.
*The manager develops a structure that allows plans to be carried out and objectives
accomplish
Reengineering Reorganizing work processes in the organization
 Benchmarking –is a process whereby the best process in one organization is modified
to fit similar processes in another organization.
*Ex. DI KO MAINTINDIHAN NGONGO SIYA – cheaper reagent = lower price
*Ex. Number of test performed per full time equivalence or employees paid for 2080
hrs per yer
*EX. Number of corrected reports
*Ex. Use of robotics to automate particularly specimen processing, Computerization, Pneumatic
tool system to transport specimen, and Benchmarking
Inventory Objective of an efficient laboratory is to experience few shortages in testing reagents, supplies,
Management & materials.
*Requisitions for contract and purchase order: orders to obtain necessary quantities of
materials in suitable timeframe so the managers are responsible for purchasing laboratory
instruments and service contracts to maintain installment.
*Also included instrument selection which includes technical evaluation and cost comparison of
instruments from various instrument manufacturers = bidding
*Hospital contract with other/outside companies to manage the biohazardous wastes or
hazardous waste disposal
*Contract with outside agencies to provide blood product for patients (Ex. Redcross or PBCC) 
coordinate or contact outside agencies to provide the blood banks or other equipments that
may be needed