Inhorn S L, Shalkham J E, Kurtycz D F
Wisconsin State Laboratory of Hygiene, University of Wisconsin, Madison 53706.
Acta Cytol. 1993 May-Jun;37(3):261-6.
The total quality management (TQM) process was incorporated into the operation of the Cytology Department, Wisconsin State Laboratory of Hygiene, in January 1991. TQM was successful in identifying inefficiencies in laboratory practices and in developing mechanisms for improvement in laboratory operation. Within four months the turnaround time was reduced from 71 to 15 days. Participatory management also resulted in marked improvements in all facets of departmental operation. Since the Clinical Laboratory Improvement Act of 1988 mandates a system to respond to problems arising between the laboratory and individuals who order tests, many cytology laboratories will undoubtedly turn to TQM to manage their operations in a customer-oriented fashion. For hospital-based laboratories, Joint Commission on Accreditation of Healthcare Organizations rules will also require a customer focus. Cytologists desiring to embark on TQM can learn more about the system from books, journal articles and seminars.
1991年1月，全面质量管理（TQM）流程被纳入威斯康星州卫生实验室细胞学部门的运营中。全面质量管理成功地识别出实验室操作中的低效之处，并制定了改进实验室运营的机制。在四个月内，周转时间从71天缩短至15天。参与式管理还使部门运营的各个方面都有了显著改善。由于1988年的《临床实验室改进法案》规定了一个应对实验室与开单人员之间出现的问题的系统，许多细胞学实验室无疑将转向全面质量管理，以客户为导向管理其运营。对于医院实验室而言，医疗组织认证联合委员会的规定也将要求以客户为中心。希望采用全面质量管理的细胞学家可以从书籍、期刊文章和研讨会上更多地了解该系统。
