Napoles Leyda, Quintana Maria
Jackson Memorial Hospital, Miami, FL, USA.
Clin Leadersh Manag Rev. 2006 Jul 25;20(4):E4.
The Director of Pathology at Jackson Memorial Hospital was interested in improving the operational efficiencies of the department in order to enhance the department's level of service in conjunction with the expansion of the overall health system. The decision was made to implement proven Lean practices in the laboratory under the direction of a major consulting firm. This article details the scope of the initial project as well as the operating principles of Lean manufacturing practices as applied to the clinical laboratory. The goals of the project were to improve turnaround times of laboratory results, reduce inventory and supply costs, improve staff productivity, maximize workflow, and eliminate waste. Extensive data gathering and analysis guided the work process by highlighting the areas of highest opportunity. This systematic approach resulted in recommendations for the workflow and physical layout of the laboratory. It also included the introduction of "standard workflow" and "visual controls" as critical items that streamlined operational efficiencies. The authors provide actual photographs and schematics of the reorganization and improvements to the physical layout of the laboratory. In conclusion, this project resulted in decreased turnaround times and increased productivity, as well as significant savings in the overall laboratory operations.
杰克逊纪念医院的病理科主任希望提高该科室的运营效率，以便在整个医疗系统扩张的同时提升科室的服务水平。于是决定在一家大型咨询公司的指导下，在实验室实施经过验证的精益生产方法。本文详细介绍了初始项目的范围，以及应用于临床实验室的精益生产实践的运作原则。该项目的目标是缩短实验室结果的周转时间、降低库存和供应成本、提高员工生产率、优化工作流程并消除浪费。广泛的数据收集和分析通过突出最具潜力的领域来指导工作流程。这种系统方法得出了有关实验室工作流程和物理布局的建议。它还引入了“标准工作流程”和“可视化控制”作为提高运营效率的关键要素。作者提供了实验室物理布局重组和改进的实际照片和示意图。总之，该项目缩短了周转时间，提高了生产率，并在实验室整体运营中节省了大量成本。
