Laboratory Management
Stefanie L. McFadden MT(ASCP)SH
McFadden Laboratory Consulting, Columbus, OH, USA
Search for more papers by this authorLinda M. Sandhaus MD, MS
University Hospitals Case Medical Center, Cleveland, OH, USA
Search for more papers by this authorStefanie L. McFadden MT(ASCP)SH
McFadden Laboratory Consulting, Columbus, OH, USA
Search for more papers by this authorLinda M. Sandhaus MD, MS
University Hospitals Case Medical Center, Cleveland, OH, USA
Search for more papers by this authorKandice Kottke-Marchant MD, PhD
Pathology & Laboratory Medicine Institute, Cleveland, OH, USA
Department of Pathology, Cleveland Clinic Lerner College of Medicine, Cleveland, OH, USA
Hemostasis and Thrombosis, Department of Clinical Pathology, Cleveland Clinic, Cleveland, OH, USA
Search for more papers by this authorSummary
Clinical laboratories around the world are confronting similar challenges, namely to perform more tests faster, cheaper, and with fewer people. This chapter will focus on processes for improving laboratory efficiency through effective laboratory design, appropriate selection of instrumentation and automation systems, information management, human resources management, and quality improvement. Strategies for reducing laboratory errors and creating a culture of patient safety in the laboratory will be presented. Because the financial aspects of laboratory management are inextricably linked to healthcare finance systems, which differ widely from country to country, this important topic will only be touched on in a general way.
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