LABORATORY MANAGEMENT Flashcards
(206 cards)
1
Q
Requires leaders to provide directions and managers to get things done.
A
Effective Laboratory Management
2
Q
Two stages where most laboratory errors occurs.
A
Preanalytical and Postanalytical Stage
3
Q
Two quality management tools that can be used to reduce laboratory errors and increase productivity,
A
Six Sigma and Lean Six Sigma
4
Q
The law that regulates laboratory activities.
A
Clinical Laboratory Improvement Amendment of 1988
5
Q
Two essential roles within organizations that contribute to overall success and growth.
A
Leadership and Management
6
Q
Can be defined as the ability to inspire, influence, and guide others towards achieving a common vision or goal.
A
Leadership
7
Q
It involves setting a clear direction, providing motivation, and fostering innovation and creativity.
A
Leadership
8
Q
It is not limited to a formal position and can be exhibited at any level within an organization.
A
Leadership
9
Q
Often visionary, proactive, and focus on long-term strategies.
A
Leaders
10
Q
They empower and inspire their members, promote collaboration, and create a positive work environment.
A
Leaders
11
Q
Provides high support but low direction in accomplishing duties.
A
Supportive Leader
12
Q
Presents rules, orders, or other defined instructions, but limited rules.
A
Directive Leader
13
Q
Provides low support and low direction, allowing competent (generally, more experienced) staff to assume accountability and responsibility to complete goals.
A
Delegating Leader
14
Q
Provides high support and high direction by guiding individuals to make real-time decisions with appropriate support and corrective actions as needed.
A
Coaching Leader
15
Q
It is the process of planning, organizing, and controlling resources to achieve specific objectives and targets.
A
Management
16
Q
Typically hold formal positions and are responsible for ensuring efficient operations and the execution of tasks.
A
Managers
17
Q
They focus on creating detailed plans, assigning tasks, coordinating activities, and monitoring progress.
A
Managers
18
Q
Often follow established procedures and rules to achieve goals within set timelines.
A
Managers
19
Q
Their role is to maintain stability, oversee day-to-day operations, and provide guidance and support to their team members.
A
Managers
20
Q
More concerned about completing the day’s work.
o Supervisors
o Team leaders
o Chief technologists
A
First-Line Managers
21
Q
Straddle both areas to some degree by engaging in a variety of activities that may be strategic as well as tactical.
o Operations manager
o Division heads
A
Middle Managers
22
Q
Concrete on strategizing and planning for the next one to five years.
o Laboratory directors
o Board of directors
o Various C-suite [top-level] executives
A
Top-Level Managers
23
Q
Leaders and Managers share some common traits, their distinct difference lies in their ___ and ____.
A
Focus and Approach
24
Q
Emphasizes inspiring and influencing people to achieve a shared vision.
A
Leadership
25
More about guiding and empowering individuals.
Leadership
26
Often associated with a long-term perspective, fostering innovation and collaboration.
Leadership
27
About people, vision, and inspiration.
Leadership
28
Focuses on organizing resources and ensuring tasks are completed efficiently.
Management
29
Concerned with directing and controlling activities.
Management
30
Associated with short-term planning and achieving specific objectives.
Management
31
About process, tasks, and control.
Management
32
LEADER VS MANAGER TRAITS:
Administrator
Leader
33
LEADER VS MANAGER TRAITS:
Organizer and Developer
Leader
34
LEADER VS MANAGER TRAITS:
Risk Taker
Leader
35
LEADER VS MANAGER TRAITS:
Inspiration
Leader
36
LEADER VS MANAGER TRAITS:
Thinks long term
Leader
37
LEADER VS MANAGER TRAITS:
Asks what and why
Leader
38
LEADER VS MANAGER TRAITS:
Challenges status quo
Leader
39
LEADER VS MANAGER TRAITS:
Does the right thing
Leader
40
LEADER VS MANAGER TRAITS:
Implementer
Manager
41
LEADER VS MANAGER TRAITS:
Maintains control
Manager
42
LEADER VS MANAGER TRAITS:
Things short term
Manager
43
LEADER VS MANAGER TRAITS:
Asks how and when
Manager
44
LEADER VS MANAGER TRAITS:
Watches bottom line
Manager
45
LEADER VS MANAGER TRAITS:
Accepts status quo
Manager
46
LEADER VS MANAGER TRAITS:
Is a good soldier
Manager
47
LEADER VS MANAGER TRAITS:
Does things right
Manager
48
Plays a central role in health care.
Laboratory
49
Plays a leading role in education, research, information technology design and implementation, and quality improvement.
Laboratory
50
Impact on up to 70% of medical decisions.
Laboratory Results
51
Remains as a vital tool in the practice of diagnostic medicine.
Clinical Laboratory
52
The process by which high-level decisions are made.
o Deciding on the objectives of the organization and the need to modify existing objectives if appropriate.
o Allocating resources to attain these objectives
o Establishing policies that govern the acquisition, use, and disposition of these resources
Strategic Planning
53
Usually based on long-term projections and a global view that can have an impact on all levels of a laboratory’s operations.
Strategic Planning
54
Planning that consists of the detailed day-to-day operations needed to meet the immediate needs of the laboratory and works toward meeting the long-term strategic goals that have been set.
Tactical Planning
55
Kind of decisions that may burden a laboratory with unnecessary costs, unused equipment, and/or overstaffing, making it that much harder to change course in response to future market forces or new organizational strategies.
Wrong Decisions
56
Planning that requires appropriate data collection by observing current and projected conditions in the following areas:
o Social
o Technological
o Economic
o Environmental
o Political
Successful Strategic Planning
57
Generally, not the work of a single individual but rather involves a diverse and dedicated committee.
Effective Data Collection
58
An essential factor that each member of the committee must embrace and agree to in the early stages of the strategic planning process.
Commitment
59
SWOT ANALYSIS:
Use current technology/instrumentation
Strengths
60
SWOT ANALYSIS:
Have excess technical capacity
Strengths
61
SWOT ANALYSIS:
Increased test volume will decrease cost per test
Strengths
62
SWOT ANALYSIS:
Strong leadership support
Strengths
63
SWOT ANALYSIS:
Financial resources available
Strengths
64
SWOT ANALYSIS:
Staffing shortage
Weaknesses
65
SWOT ANALYSIS:
Morale issues
Weaknesses
66
SWOT ANALYSIS:
Inadequate courier system
Weaknesses
67
SWOT ANALYSIS:
Need to hire additional pathologist
Weaknesses
68
SWOT ANALYSIS:
Limited experience in providing multihospital/client LIS services
Weaknesses
69
SWOT ANALYSIS:
Turnaround times are marginal
Weaknesses
70
QUALITY SYSTEMS MANAGEMENT:
o Inaccurate patient identification
o Ordering the wrong test
o Improper specimen collection, transportation, and receipt
Preanalytical Errors
71
QUALITY SYSTEMS MANAGEMENT:
o Inappropriate samples (incorrect blood tubes for particular analyses)
o Calibration errors
o Instrument malfunctions
o Presence of interfering substances
o Failure to verify results
Analytical Errors
72
QUALITY SYSTEMS MANAGEMENT:
o Reports being sent to the wrong health care provider
o Long turnaround times
o Missing reports
o Improper interpretation of test results by healthcare providers
Postanalytical Errors
73
This management have been the standard approaches to quality leadership and management.
Total Quality Management (With Continuous Quality Improvement)
74
A systems approach that focuses on teams, processes, statistics, and the delivery of services/products that meet or exceed customer expectations.
Total Quality Management
75
Strives to continually look for ways to reduce errors (“defect prevention”) by empowering employees to assist in problem solving and getting them to understand their integral role within the greater system (“universal responsibility”)
Total Quality Management
76
An element of TQM that strived to continually improve practices and not just meet established quality standards.
Continuous Quality Improvement (CQI)
77
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Acceptable quality
Traditional Thinking
78
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Department focused
Traditional Thinking
79
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Quality as expense
Traditional Thinking
80
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Defects by workers
Traditional Thinking
81
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Management-controlled worker
Traditional Thinking
82
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Status quo
Traditional Thinking
83
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Manage by intuition
Traditional Thinking
84
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Intangible quality
Traditional Thinking
85
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
We VS They relationship
Traditional Thinking
86
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
End-process focus
Traditional Thinking
87
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Reactive Systems
Traditional Thinking
88
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Error-free quality
TQM Thinking
89
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Organization focused
TQM Thinking
90
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Quality as means to lower costs
TQM Thinking
91
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Defects by system
TQM Thinking
92
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Empowered worker
TQM Thinking
93
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Continuous quality improvement
TQM Thinking
94
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Manage by fact
TQM Thinking
95
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Quality defined
TQM Thinking
96
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Us relationship
TQM Thinking
97
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
System process focus
TQM Thinking
98
[QUALITY MANAGEMENT] TRADITIONAL THINKING VS TQM THINKING:
Proactive Systems
TQM Thinking
99
SIX SIGMA STEPS:
Project goal or other deliverable that is critical to quality.
o Emergency department results in less than 30 minutes from order.
Define
100
SIX SIGMA STEPS:
Baseline performance and related variables.
o Baseline performance: 50% of time results are within 30 minutes, 70% within 1 hour, and 80% within 2 hours, etc.
o Variables: Staffing on each shift, order-to-laboratory receipt time, receipt-to-result time, etc.
Measure
101
SIX SIGMA STEPS:
Data using statistics and graphs to identify and quantify root cause.
o Order-to-receipt time is highly variable because samples are not placed in sample transport system immediately and samples delivered to laboratory are not clearly flagged as emergency.
Analyze
102
SIX SIGMA STEPS:
Performance by developing and implementing a solution.
o Samples from emergency department are uniquely colored to make them easier to spot among routine samples.
Improve
103
SIX SIGMA STEPS:
Factors related to the improvement, verify impact, validate benefits, and monitor overtime.
o New Performance: Results available 90% of time within 30 minutes.
Control
104
WHAT TYPE OF MANAGEMENT:
Major Challenges for today’s manager:
o Recruiting
o Hiring
o Training
o Retaining qualified personnel
Human Resource Management
105
WHAT TYPE OF MANAGEMENT:
Competition with other health care professions has necessitated implementing creative recruitment incentives, such as salaries, benefit packages, and better work environments.
Human Resource Management
106
WHAT TYPE OF MANAGEMENT:
“If the position remained unfilled or downgraded, how would that impact patient care?”
Human Resource Management
107
WHAT TYPE OF MANAGEMENT:
Recruiting, hiring, training, and retaining qualified personnel have become major challenges for today’s manager, and projections indicate that these challenges will continue to grow.
Human Resource Management
108
WHAT TYPE OF MANAGEMENT:
The laboratory is a high-value asset in diagnostic medicine.
Compared to other clinical specialties, the laboratory generates a high volume of tests requiring expensive equipment and skilled personnel.
Financial Management
109
WHAT TYPE OF MANAGEMENT:
Laboratory Leadership should understand basic financial concepts such as:
o How services are reimbursed
o Why payment may be denied
o Broad regulations that govern reimbursement as well as basic accounting
o Financial analyses
Financial Management
110
WHAT TYPE OF MANAGEMENT:
Must have an understanding of these is essential to conduct business in a compliant manner and ensure payment for services rendered:
o Charge masters
o Current Procedural Terminology (CPT) Codes
o International Classification of Diseases, 10th Revision (ICD-10)
Financial Management
111
WHAT TYPE OF MANAGEMENT:
Laboratory leadership should understand basic financial concepts, such as how services (such as laboratory tests) are reimbursed, why payment may be denied, broad regulations that govern reimbursement as well as basic accounting (e.g., direct and indirect costs, budgets) and financial analyses.
Financial Management
112
LABORATORY DESIGN AND SERVICE MODELS:
Provided in many different ways and can be thought of as a continuum from POCT producing immediate answers to highly sophisticated laboratory tests that may take days to complete.
Laboratory Services
113
LABORATORY DESIGN AND SERVICE MODELS:
Its relationship to other testing sites within a facility has evolved from discrete hematology, chemistry, microbiology, and blood bank sections to one where boundaries have been obscured.
Functional Design of a Laboratory
114
LABORATORY DESIGN AND SERVICE MODELS:
A consolidation process on a grand scale.
Regionalization
115
LABORATORY DESIGN AND SERVICE MODELS:
It is important regardless of the type of laboratory and may be accomplished best by implementing.
Facility Design
116
Consider:
o Localization of the specimen-processing area
o Patient registration and data entry
o Specimen testing workflow
o Short- and long-term storage
o LIS connectivity requirements
Laboratory Design and Service Models
117
LABORATORY DESIGN AND SERVICE MODELS:
Laboratory services are provided in many different ways and can be thought of as a continuum from ___ ___ ___ ___ producing immediate answers to highly sophisticated laboratory tests that may take days to complete.
Point-of-care-tests
118
LABORATORY DESIGN AND SERVICE MODELS:
Creating a ___, ____ ____ offers a number of efficiencies, such as eliminating the purchase of redundant instrumentation and supplies, better use of technology, sharing of common equipment (centrifuges, incubators, refrigerators, etc.), and access to technical expertise.
Centralized, Core Laboratory
119
REGULATION, ACCREDITATION, AND LEGISLATION:
___ ____ is necessary to avoid legal or administrative repercussions that may limit a laboratory’s operations or shut it down completely.
Laboratory Practice
120
REGULATION, ACCREDITATION, AND LEGISLATION:
To operate (and receive reimbursement for services), laboratories must be ____ and often ____ under federal and/or state requirements.
Licensed and Accredited
121
What is the meaning of AABB?
American Association of Blood Banks
122
It is the technical standards and accreditation of blood banks.
AABB (American Association of Blood Banks)
123
What is the meaning of CDC?
Centers for Disease Control and Prevention
124
It is the standards and guidelines primarily related to infection control and safe work practices.
CDC (Centers for Disease Control and Prevention)
125
What is the meaning of CLSI?
Clinical Laboratory and Standards Institute
126
It is the standards on all aspects of lab practice developed through voluntary consensus.
CLSI (Clinical Laboratory and Standards Institute)
127
What is the meaning of ISO?
International Organization for Standardization
128
It is the standards to facilitate international exchange of goods and services.
ISO (International Organization for Standardization)
129
What defines standards for quality management in medical labs?
ISO 15189
130
What is the recognition granted by nongovernmental agency to institutions that meet certain standards?
Accreditation
131
Is accreditation voluntary or mandatory?
Voluntary
132
What is the recognition granted by nongovernmental agency to individuals who meet education requirements and demonstrate entry-level competency by passing exam?
Certification
133
Is certification voluntary or mandatory?
Voluntary
134
What is the permission granted by the state to individuals/organizations to engage in certain professions/business and it is also illegal to practice/operate in that state without it?
Licensure, you need "License" to practice
135
Is licensure voluntary or mandatory?
Mandatory
136
SAFETY:
___ ___ ___ ___ can inherently expose staff, and potentially the public, to a variety of hazards, including infectious biological, toxic chemicals, and various levels of radioactive materials.
Routine Clinical Laboratory Activities
137
SAFETY:
Laboratories are obligated to ____ ____, implement safety strategies to ____ the ____ and continually audit existing practices to ensure employee compliance.
Identify and contain hazards
138
It is the frequent safety policy reviews, disaster drills, and employee awareness training help maintain safe patient and work environments.
Safety
139
In Laboratory Hazard Prevention Strategies:
It is the general procedures/policies that mandate measures to reduce or eliminate exposure to hazard.
Work Practice Controls
140
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
____ is very important before and after patient contact.
Handwashing
141
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
Cleaning surfaces with ____.
Disinfectants
142
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
Avoiding ___ ___ of needles and sharps and ___ ____.
Unnecessary use; not recapping
143
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
___ bag waste for disposal.
Red
144
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
Immunization for ____.
Hepatitis
145
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
___ ___ to minimize repetitive tasks.
Job Rotation
146
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
No ___, ___, or ___ in the laboratory.
Eating, Drinking, or Smoking
147
In Laboratory Hazard Prevention Strategies, Work Practice Controls:
___ signage.
Warning
148
In Laboratory Hazard Prevention Strategies:
It is the safety features built into the overall design of a product.
Engineering Controls
149
In Laboratory Hazard Prevention Strategies, Engineering Controls:
___-___ ___ for disposal and transport of needles and sharps.
Puncture-resistant containers
150
In Laboratory Hazard Prevention Strategies, Engineering Controls:
Safety needles that automatically ___ after removal.
Retract
151
In Laboratory Hazard Prevention Strategies, Engineering Controls:
___ bags.
Biohazard
152
In Laboratory Hazard Prevention Strategies, Engineering Controls:
___ guards.
Splash
153
In Laboratory Hazard Prevention Strategies, Engineering Controls:
___-liquid containers.
Volatile
154
In Laboratory Hazard Prevention Strategies, Engineering Controls:
Centrifuge ___ buckets.
Safety
155
In Laboratory Hazard Prevention Strategies, Engineering Controls:
____ ____ cabinets and fume hoods.
Biological Safety
156
In Laboratory Hazard Prevention Strategies:
It is barriers that physically separate the user from a hazard.
Personal Protective Equipment (PPE)
157
What hazard expose an unprotected individual to bacteria, viruses, parasites, or prions that can result in injury?
Biological Hazards
158
What hazards exposure occurs from:
o Ingestion
o Inoculation
o Tactile contamination
o Inhalation of infectious material from patients or their body fluids/tissues
o Supplies or materials they have been in contact with or contaminated needles
o Aerosol dispersion
Biological Hazards
159
Blood, other body fluids, and any unfixed tissue samples are always assumed to be ___ ___ for various ___ ___ pathogens.
Potentially infectious; blood-borne
160
All clinical laboratories are mandated by ___ to develop and actively follow plans that protect laboratory workers from potential exposure to hazardous chemicals.
OSHA
161
What did OSHA published requiring the manufacturers of chemicals to evaluate the hazards of the chemicals that they produce and to provide written documentation accompanying each product in the form of Safety Data Sheets (SDS; formally Material Safety Data Sheets or MSDS).
(2)
Hazard Communication Standard (OSHA, 1994b)
Chemical Hygiene Plan (OSHA, 1990)
162
In the safety diamond:
What does red mean?
Flammable area
163
In the safety diamond:
What does yellow mean?
Reactivity area
164
In the safety diamond:
What does blue mean?
Health area
165
In the safety diamond:
What does white mean?
Special Dangers area
166
What chemical should be stored below counter level or in their respective cabinets?
Acids
167
What chemical should be separated from flammable and combustible material, bases, and active metals?
Acids
168
Should inorganic acids be separated from organic acids?
Yes
169
Should oxidizing acids be separated from organic acids?
Yes
170
What chemical should be separated from acids?
Bases
171
Where should you store inorganic hydroxides?
Polyethylene containers
172
What should be limited in a work area?
Flammables
173
What should be stored in approved safety cans or cabinets?
Flammables
174
Should you separate oxidizing acids and oxidizers?
Yes
175
What should be separated from reducing agents, flammable, and combustible materials?
Oxidizers
176
What chemical should be kept away from water and should be stored in a dry, and cool place?
Water-reactive chemicals
177
What class of fire is cloth, wood, and paper?
Class A
178
What extinguishers (2) should you use for class A fire?
1) Pressurized Water (A)
2) Dry Chemical (ABC)
179
In this class of fire, do not use water on electrical fires or burning liquids.
Class A
180
What class of fire does flammable or combustible liquids belong to?
Class B
181
What extinguishers should you use for class B fire?
1) Dry Chemicals (ABC)
2) CO2 (BC)
182
What class of fire is electrical equipment?
Class C
183
What extinguishers should you use for class C fires?
1) Dry Chemicals (ABC) - May damage electrical equipment
2) CO2 (BC) - Will not damage computers etc.
184
What class of fire is combustible metals? And should you extinguish it by yourself?
Class D, No
185
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level is no hazard in health?
Level 0
186
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level can cause significant irritation in health?
Level 1
187
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level can cause temporary incapacitation or residual injury in health?
Level 2
188
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level can cause serious or permanent injury in health?
Level 3
189
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level can be lethal in health?
Level 4
190
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level will not burn in flammability?
Level 0
191
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level must be pre-heated for ignition to occur in flammability?
Level 1
192
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level must be heated or in a high ambient temperature to burn in flammability?
Level 2
193
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level can be ignited under almost all ambient temperatures in flammability?
Level 3
194
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level will vaporize and burn at normal temperature in flammability?
Level 4
195
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level is stable in instability?
Level 0
196
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level at high temperature makes it unstable in instability?
Level 1
197
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level is violent chemical change at high temperature of pressure in instability?
Level 2
198
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level may explode from high temperature or shock in instability?
Level 3
199
In National Fire Protection Association (NFPA) Hazmat Diamond:
What level may explode at normal temperature and pressure in instability?
Level 4
200
In National Fire Protection Association (NFPA) Hazmat Diamond:
What does W mean in special hazards?
Unusual reactivity with water
201
In National Fire Protection Association (NFPA) Hazmat Diamond:
What does OX mean in special hazards?
Oxidizer
202
What requirement is a test tube, vial, etc. containing etiologic agent must be securely closed, watertight, surrounded by adsorbent material and placed in secondary container?
Primary Container
203
What requirement must be watertight, sealed, and placed in an approved mailing container?
Secondary Container
204
What requirement must be made of fiberboard?
Mailing Container
205
What is required on primary and mailing containers?
Labeling/Biohazard Labels
206
What do you call when employees must be trained and retrained every two to three years or when regulation changes?
Training
