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Quantitative Approach To Decision Making

Automated urine analyzers can help address several problems with manual urine sediment examination: - Manual examination is labor-intensive, time-consuming, subjective, and lacks standardization. - Automated analyzers like the Iris iQ200 ELITE and Dirui FUS-200 provide efficient, standardized results within a minute, improving turnaround times compared to manual examination. - To improve current problems, the document recommends shifting to more automated urine analysis in medical laboratories.

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Nejash Abdo Issa
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583 views2 pages

Quantitative Approach To Decision Making

Automated urine analyzers can help address several problems with manual urine sediment examination: - Manual examination is labor-intensive, time-consuming, subjective, and lacks standardization. - Automated analyzers like the Iris iQ200 ELITE and Dirui FUS-200 provide efficient, standardized results within a minute, improving turnaround times compared to manual examination. - To improve current problems, the document recommends shifting to more automated urine analysis in medical laboratories.

Uploaded by

Nejash Abdo Issa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Quantitative Approach to Decision Making

Urinalysis is one of the most commonly performed tests in the clinical laboratory. Urine analysis is a
valuable tool used to diagnose and monitor renal and urinary tract illnesses. However, manual
microscopic sediment examination is labor-intensive, time-consuming, subjective element identification,
poor reproducibilty and lacks standardization in high-volume laboratories. To improve this current
problem, I think the management needs to shift to automation. The use of the automated analyzers like
(Iris iQ200 ELITE and Dirui FUS-200) has gradually increased in medical laboratories. Automated urine
analyser provide efficient standardized results in about a minute markedly improving turnaround times.

1. Identify the problem


To make a decision, you must first identify the problem you need to solve or the question you need to
answer. Clearly define your decision. If you misidentify the problem to solve, or if the problem you’ve
chosen is too broad, you’ll knock the decision train off the track before it even leaves the station.
If you need to achieve a specific goal from your decision, make it measurable and timely so you know for
certain that you met the goal at the end of the process.
2. Gather relevant information
Once you have identified your decision, it’s time to gather the information relevant to that choice. Do an
internal assessment, seeing where your organization has succeeded and failed in areas related to your
decision. Also, seek information from external sources, including studies, market research, and, in some
cases, evaluation from paid consultants.
Beware: you can easily become bogged down by too much information—facts and statistics that seem
applicable to your situation might only complicate the process.
3. Identify the alternatives
With relevant information now at your fingertips, identify possible solutions to your problem. There is
usually more than one option to consider when trying to meet a goal.
4. Weigh the evidence
Once you have identified multiple alternatives, weigh the evidence for or against said alternatives. See
what companies have done in the past to succeed in these areas, and take a good hard look at your own
organization’s wins and losses. Identify potential pitfalls for each of your alternatives, and weigh those
against the possible rewards.
Depending on the decision, you might want to weigh evidence using a decision tree.
5. Choose among alternatives
Here is the part of the decision-making process where you, you know, make the decision. Hopefully,
you’ve identified and clarified what decision needs to be made, gathered all relevant information, and
developed and considered the potential paths to take. You are perfectly prepared to choose.
6. Take action
Once you’ve made your decision, act on it! Develop a plan to make your decision tangible and
achievable. Use Lucidchart diagrams to plan the projects related to your decision, and then set the team
loose on their tasks once the plan is in place.
7. Review your decision
After a predetermined amount of time—which you defined in step one of the decision-making process—
take an honest look back at your decision. Did you solve the problem? Did you answer the question? Did
you meet your goals?
If so, take note of what worked for future reference. If not, learn from your mistakes as you begin the
decision-making process again.
The problem is an operations of research problem. In order to help the managers make better
decisions, a scientific approach to solving management problems should be used. Management
science / operations of research can be applied. Mathematical models, and development of
techniques to optimally solve the problems. We will be using models and methods to aid
decision makers. Operations research (OR) is an analytical method of problem-solving and
decision-making that is useful in the management of organizations. In operations research,
problems are broken down into basic components and then solved in defined steps by
mathematical analysis.

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