PMLS1 Introduction

Quality

degree meets or exceeds the standards, expectations or requirements

key management goal to ensure in services are provided

Clinical laboratory

quality means the ability of the laboratory provides

Accuracy

closeness of a test result to the value

Reliability

consistency and reproducibility of results over time

Timeliness

delivery results within the needed timeframe for patient care

QMS model Quality Management System

accoring to ISO and CLSI, direct control an organization regarding quality

all aspects of the laboratory operation need to be addressed to assure quality

Factors to assure quality

Laboratory environment

Competent and knowledgeable staff

Good-quality reagents and equipment

Quality control procedures

Communications

Record keeping

Internal

Quality indicators

Audit program and review

External

Proficiency Testing (EQA)

Inspections

Accreditations

Quality Control

set of procedures to direct and correct errors

Quality Assurance

system-wide process to prevent errors

NRL National Reference of Laboratories

maintain a quality assurance, provide lab referral services, train lab personnel, evaluate test kits and reagents

NKTI National Kidney and Transplant Institute

Hematology, Coagulation,

Immunohematology, Urinalysis

RITM Research Institute for Tropical Medicine

Microbiology, Parasitology, TTIs

SACCL San Lazaro Hospital - STD-AIDS Cooperative Center Laboratory

HIV/AIDS, Hepatitis, Syphilis and other STIs

EAMC East Avenue Medical Center

Toxicology (Drugs of abuse) and Micronutrient assay

LCP Lung Center of the Philippines

Clinical Chemistry, Pathology, Biochemistry

Federick Taylor

Father of Science Management

efficiency and productivity in the workplace

Henry Fayol

Father of Modern Management

process with classical functions:

Planning, Organizing, Directing, Controlling

Frank and Lilian Gilbreth

Perfected Taylor’s motion study method

Developed method analysis

Mark Parker Follett

Management is about coordination

teamwork, empowerment, conflict resolution

“power with” rather than “power over”

Lyndall Urwick

Management consultant

synthesize and organize management theories

unity of command, span of control

Mission of Organization

why the organization exists,

direction and guides all decisions,

without a clear missions

Roles of Manager

“wearing many hats”

adapt to multiple roles and responsibilities

Specific

clear and well defined

Measurable

can be quantified or evaluated with evidence

Achievable

realistic, considering available resources and constraints

Relevant

mission and priorities of the organization

Time-bound

has clear deadline or timeframe

SMART objectives

goals that are clear, measurable, realistic, aligned with purpose, and set within a timeframe, making them practical and trackable