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Week 13 - Process Design-Workflow and Staffing

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21 views22 pages

Week 13 - Process Design-Workflow and Staffing

write multiple choice questions about these chapters?

Uploaded by

Israath1
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We take content rights seriously. If you suspect this is your content, claim it here.
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Laboratory Management

0202403

Fall 2024
Mohammad QABAJAH
Week 13

Process Design-Workflow and Staffing


CHAPTER 16

Reference:
Laboratory Management Principles and Processes, 3rd Edition.
Objectives
I. Explain the relationship between process design, workflow, and staffing

II. Identify the factors influence must be considered for developing a “process design”

III. Develop a generic staffing schedule using:


A. 40-hour workweek rule
B. 8/80 work rule
C. Self-scheduling guidelines

IV. Discuss the importance of retention in the workplace

V. Identify various “process improvement” methodologies


Process Design
Process Designs: Broad overall plans used to develop and design a process or a way of completing
work or doing a task

The process may be large or small, depending on the task, however, it must have these four
characteristics:

I. Cost-effective

II. Within organizational needs and budgets

III. Be customer friendly

IV. Produce quality results


Process Design Flowchart
A good way to visualize your design is by flowcharts

▪ Picture or diagram of a process

▪ Used to make the process easier to understand

▪ Developed to include all possible factors that


can influence a process design
Global Factors Influence the Process Design
I. Size and setting: Large/small, In hospital/separate, Commercial/specialized

II. Design: Location centralized/decentralized, Core design/departmentalized

III. Equipment: Fully/partially automated equipment, Batch/discrete analyzer

IV. Test Methodology: Level of complexity, manual/automated, waived/none waived (CLIA)

V. Regulations: Accreditation, Licensure, Certifications (CLIA, TJC, FDA, CAP…..)

VI. Staffing: How many? Qualifications? Specialization (BSc, MSc, PhD, MLT….)?

VII. Frequency of work: When testing requests are expected (daytime, evening, weekends)

VIII. Test Priority and Accessioning: Priority of the test: Urgent/routine


Process Design
To determine if this is feasible:

I. The process must be developed

II. The workflow must be analyzed

III. Staffing must be reviewed: need for additional employees to be hired/trained


Workflow
Workflow: The pathway the work will follow from the beginning to
the end of the task
It should cover the three phases of sample processing;
Pre-analytical
- Everything that occurs before actual testing
- Collecting the right specimen at the right time and under the
right set of circumstances
- Delivering and sample process
- Many people are involved in the process
Analytical
- Actual testing of the sample
Post-analytical
- Reporting the results after testing is complete
Staffing
I. Hiring

II. Training

III. Scheduling

IV. Retention
Staffing Hiring

Application: A written document that lists the prospective


employee’s education, qualifications, and work experience

Interview: The interview is the oral process used to confirm the


information in the application and to fill in any gaps
Staffing Training
I. Orientation: The initial training period to let the employee know the procedures in the work
area, Orientation packet
- General about the facility, its organizational structure
- Fire and Safety procedures
- Infectious control procedures
- Waste management procedure
- Code of contact

II. Probation**

III. Job-specific training


Staffing Scheduling
▪ Full-time employee: 40hrs/week or 80hrs/two weeks depending on the work rule used
▪ Part-time employee: Regularly scheduled and works a defined number of hours (less than full-
time employee, ranging from 8 to 32hrs)
▪ Per diem employee: Not regularly scheduled and has no set number of hours. Vary from week
to week depending on the employer's need and paid by the day

▪ Laboratory hours, procedures offered, workload trends, and leave patterns are important
factors in the scheduling process
▪ The physical design of the facility, financial considerations, the abilities and qualifications of
personnel involved, and the ratio of urgent procedures to routine work should be considered

▪ Employee preference is not a factor that is pertinent to scheduling


Staffing Scheduling

▪ Laboratories are open 24/7 and must be staffed appropriately

▪ In any pay period fourteen days (24hrs) need to be staffed

▪ Full-time employees can not work more than 10 days in the two weeks without incurring
overtime whatever the rule

▪ Two major scheduling formats are used; 8/80 rule & 40-hour rule
Staffing Scheduling 8/80 Work Rule
▪ Used by most hospitals in the USA

▪ Employees scheduled to work 8hrs/day

▪ Each day = 3 periods of eight hours (M, E, N)

▪ The scheduling should cover 2 weeks

▪ Employee works an 8-hour day and any number of days up to 10 days within 2 weeks

▪ Any time worked over 8 hours in a day or 80 hours in 2 weeks = overtime


Staffing Scheduling 40-hour Work Rule

▪ Employee is allowed to work any number of hours per shift as long as the total hours worked
in a week does not exceed 40

▪ Employee can work longer shifts but limits the number of days in a week to a max of 5 days
Staffing Scheduling How Many Staff?
If the lab needs to have each shift the following…

Day Shift Evening Shift Nights


Weekdays 3 Technical 2 Technical 1 Technical
2 Phlebotomy 1 Phlebotomy
1 Secretary

Weekends 2 Technical 1 Technical 1 Technical


1 Phlebotomy 1 Phlebotomy
1 Secretary

What is the minimum number of technical staff needed for 2 weeks for the day shift?
Staffing Scheduling How Many Staff?

For Day Shift

Weekdays 3 Technical staff needed 10 shifts (5 days a week) = 30 shifts to cover

Weekends 2 Technical staff for 4 shifts = 8 shifts


for two weeks 38 shifts to cover

If a full-time employee works 10 shifts, divide the 38 shifts by 10 = Four full-time people are
needed to provide coverage.
Staffing Scheduling How Many Staff?

For Day Shift

Weekdays 2 Phlebotomy staff needed 10 shifts (5 days a week) = 20 shifts to cover

Weekends 1 Phlebotomy staff for 4 shifts = 4 shifts


for two weeks 24 shifts to cover

If a full-time employee works 10 shifts, divide the 24 shifts by 10 = 2.4 → Two full-time people
and 1-part time person are needed to provide coverage
Staffing Retention
▪ A process in which the employees are encouraged to remain with the organization for the
maximum period or until the completion of the project
▪ Employee retention is beneficial for the organization as well as the employee
▪ The cost of recruiting, hiring, orientation, and training a new member is approximately the
cost of that position’s annual salary
▪ Damage caused by poor retention:
- The cost of turnover
- Loss of company knowledge
- Interruption of operations
- Turnover leads to more turnovers
- Goodwill of Company
- Regaining efficiency
Process Management
▪ A systematic data-based approach to monitoring and improving the opportunities without
sacrificing quality, based on data collection
▪ A strategy to identify areas for improvement using proven problem-solving methods
▪ Process management methods include Deming/Shewhart cycles, Six Sigma, LEAN principles,
etc.
▪ All have a common goal; an efficient, effective process that produces highly satisfied
customers
See YOU Next Lecture

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