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Performance. Improvement. 
In Healthcare Diagnostics

The Nexus Newsletter
 
July 2010
In This Issue
In Focus: Andrew Williams
POC and Core Lab Testing
Tools of the Trade
Nexus Services
 
Market Research, Lean Training, Laboratory Workflow and More...
 
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In Focus
Andrew Williams, Managing Partner, Nexus
Andrew Williams
 
 
Mr. Williams has 20 years of strategic consulting and project management experience.  Over the last 14 years, he has worked exclusively within healthcare diagnostics assisting both Laboratory Organizations as well as Diagnostic Companies to improve over-all effectiveness.  Mr. Williams has successfully led and managed numerous of projects within the clinical, anatomic pathology, molecular, point-of-care, and transfusion medicine areas.
Product & Services Guide 2010-11
 

 
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Greetings!

 

As summer is in full swing, we are focusing on some current "hot" issues to include laboratory automation, middleware and point of care testing.  POC testing is an ongoing management struggle, and finding the right strategy to provide the best patient care is the main article in this issue.  Thanks to contributing author Joe Bernardo for his insight.

 
As a reminder, if you wish to become a Nexus partner lab, be sure to sign up on our mailing list for joint research opportunities.
Events
See you at the AACC in Anaheim, July 24 - 29.
 
Be sure to catch Jay T. Snyder and other industry thought leaders at the DxMA Seminar in Anaheim, July 26 at the AACC.
 

The Symbiotic Solution to Point of Care and Traditional Hospital Lab Testing, Joe Bernardo, President, ThermoFisher Scientific and Brian Jackson, Managing Partner, Nexus

July 7, 2010

 

In the last decade the strategic roles of point of care (POC) testing and the high volume, automated core laboratory have come into full focus.  Frequently, these two approaches to laboratory testing seem in conflict with each other, and are rarely discussed in the same article or seminar.  In addition, it is the authors' opinion that hospitals tend to concentrate on one solution or the other.  Although these technologies may have seemingly conflicting focus, their differences actually complement each other to create a very viable total hospital solution.

 

CONFLICTING FOCUS

Point of Care Testing:  Advocates of point of care testing have justified the higher consumable costs by citing:

-  Improved Patient Care:  Bedside Testing provides a quicker turn-around time leading to faster treatment and earlier patient discharge.

- Decreased expenditures through core laboratory staff savings:  By shifting work from the main lab to the nursing staff, labor costs are reduced in the core lab, thereby offsetting the increased cost of the POC test.

 

Detractors to POC testing are concerned about losing tests to the bed side, thereby decreasing core lab utilization and minimizing the impact of purchasing highly automated analyzers and lab automation systems.

 

The net result of moving testing from the main laboratory to the bed side also results in a higher cost per billible due to the larger burden of fixed costs, such as instrumentation and QC on a smaller amount of billable tests.

 

Highly Automated Analyzers or Lab Automation Systems:  Advocates of these solutions have justified the high capital costs by citing:

- Improved Specimen Flow:  By improving the processing and decreasing workstations the laboratory can decrease labor requirements and offset the higher capital costs.  Improved workflow (usually coupled with Lean concepts) will also have a positive effect on turn-around time.

- Improved Capacity with Less Labor:  Automated solutions can handle more testing with fewer FTEs which allows the laboratory to contract out for more testing to improve revenue.

 

Detractors to Core Lab testing point out that the lab is a dynamic environment.  Spending millions of dollars on a fixed solution that is "bolted to the floor" requires significant and steady test volume to remain viable.  Any testing siphoned from this solution will have a tremendous impact on the cost per test due to the large expense of capital to billable test ratios...

 Read Full Article

Tools of the Trade

 

The most common performance metric used in today's laboratories is probably the "turnaround time".  This cycle measurement is typically the average time from patient draw until the test is resulted (although variations exist: another popular measurement is the average time from tube accession to test result).  Regardless of the start and end time, one common theme is the word "average".  A laboratory we visited last month claimed a STAT TAT of 55 minutes.  But when looking at the numbers that are used to create the statistic, we found that although the average was 55 minutes, almost 40% of the individual times were greater than 60 minutes.

 

Labs who want a better understanding of turnaround times are borrowing a page from other environments where time is of the essence.  In call centers from service centers to police dispatching, time is measured in terms of compliance (i.e., the goal of 60 minutes was obtained 55% of the time).  TAT compliance goals provide a more realistic picture of operational performance.  And improvements can best be made whenever a real current picture is revealed.

Service in Focus: LHI Training

 

Lean and Six Sigma have become the gold standard for continuous improvement programs. While these disciplines have been used for decades in other industries, they are still relatively new within healthcare. Nexus is certified in both Lean and Six Sigma and has been applying these powerful tools within diagnostics for years.

As certified trainers, we can assist your sales team to understand and sell your lean products.  Or, we can train the key laboratory personnel to continuously identify opportunities for improvement.

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