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Product & Services Guide 2011-12

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Greetings!
Happy Holidays! We at Nexus hope you had a healthy and prosperous 2011. We are reproducing the most asked-about articles for this Holiday newsletter. The main article involves Lean-enabling devices. Lean-enabled devices, whether they are instruments, prep platforms, or centrifuges, are in high demand in medium- to high-volume laboratories to complement efficient management practices.
We hope you gained some insight from the newsletter and/or website in 2011. Also, be sure to access the article archives for past issues at the Nexus News Archives. Best wishes for 2012!

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The Lean-enabled Device
Nexus is a management consulting company that works with laboratories and healthcare IVD companies to help create a more effective laboratory operational environment. In this capacity, we are frequently asked to identify the analyzer, instrument, automation or other device that will help make the laboratory more efficient. Sometimes this is not a simple answer, and depending on the situation and operational characteristics of the laboratory, there could be many correct answers. However, the industry is in general agreement that the Lean philosophy toward lab operations will ultimately create a more streamlined and effective lab that will reduce waste (to include testing errors) and more frequently meet the expectations of the customer(s).
The outcome of Lean in the clinical and pathology laboratory usually takes the form of Lean Lab initiatives. Generally, Lean Lab initiatives accomplish the following:
- Compress the chain of events leading to the test result by eliminating the steps that are not of value to the customer
- Organize the work area through an ongoing process of cleaning and sorting
- Ensuring the physical environment is streamlined
- Creating a flexible operational environment
- Installing items and features that will dramatically decrease the opportunity for human error
A Lean-enabling device (such as a clinical laboratory analyzer) is one that makes it easier to accomplish the above initiatives. Characteristics of Lean-enabled instruments might include:
- Continuous, random access devices that can be operated in small batches, or even handle a single patient at a time
- Instrument requires little labor input relative to output (human interfacing)
- Instrument requires little labor input relative to output (electronic interfacing)
- Instrument generates test results faster than other options
- Instrument has the flexibility to prioritize certain work (i.e., STAT tubes) without affecting the main work processes
- Flexible modes that allow for quick change over when needed or walk away ability
- Relatively small instrument and functional footprint
- Flexibility to be moved or integrated with other devices or informatics as needed
- Poke-yoke features that minimize human error
- Instrument uses relatively few consumables and generates relatively little waste compared to the output
So, when answering the question of which device is more effective, we usually revert back to the criteria above. If a device meets many, if not all, of these characteristics they will help the lab manager to accomplish Lean goals. It is important to point out that no device will create a Lean environment for you. Rather, the some devices are more suited to better enabling Lean initiatives. |
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'Systems' Improvement
In management science and operations improvement, a 'system' is defined as a set of elements (especially processes) that are working in concert to accomplish a goal. A system can be a chemistry lab or a manufacturing line. It can also be 2nd grade math class, the Alabama football program and the body's circulatory system. Regardless of the function, the system must first be recognized, its goals understood and current situation quantified before it can be improved upon. Here are two examples:
A) A system that is relatively easy to optimize is the Wal-Mart checkout lane. The system is easy to understand (customer's pay for goods), the goal is straightforward (fast and efficient checkout while not missing anything), and the process can be measured. Systems engineers have made careers out of optimizing this relatively easy system through queuing theory, technology (like self-service kiosks) and peak-load staffing.
B) A system that is more complex is the airline security system. Although it can be quantified and optimized to some degree, the basic problem starts with the goals of the system. According to the TSA website, the TSA has "established a multi-dimensional strategy to reconcile the requirements of the mandate (to screen all passengers and baggage), the security needs of passengers, and the needs of a U.S. economy that relies on an air cargo industry. Talk about a mandate. So, in addition to screening us for sharp objects, they must support the U.S. economy...
In the Six Sigma methodology it is generally understood that the most important aspect of a project is the Define phase, for without a well-defined problem, there can be no solution. So it is in Lean and other systems improvement projects. |
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