Blood Transfusion
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Publication Date:
12 results
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Zika Genome Sequences Set for Diagnostic, Vaccine Development Purposes
- Author: David C. Holzman
- Publication Date : December 2016
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Author: David C. HolzmanAbstract:
Zika virus strains fall into two major genetic lineages—one African, the other Asian—based on recent genome sequencing analysis, according to Young-Min Lee of Utah State University, Logan, and his collaborators. “Studies are currently underway at Utah State University to examine the functional importance of the genetic variation on viral replication and pathogenesis,” he says. Meanwhile, the World Health Organization (WHO) designated another Zika isolate as a reference strain for use in diagnosis. Its sequence was determined by Sally Baylis of the Paul-Ehrlich-Institut in Langen, Germany, and her collaborators. Details appeared online in Genome Announcements, August 18 and September 1, 2016, respectively (doi:10.1128/genomeA.00917–16, and doi:10.1128/genomeA.00800–16).
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Quality Management
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Source: Clinical Laboratory Management, Second Edition , pp 421-446
Publication Date :
January 2014
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Abstract:
The “total testing process” is a concept that provides a comprehensive working model for evaluating the components of the laboratory’s quality management plan as an interdependent component of the organization’s total quality improvement program. This chapter explains the three phases of the total testing process. The first phase, the preanalytical phase, involves all the various processes and resources that precede the measuring step. The second phase, the analytical phase, involves managing the reliability of instruments and reagents used for measuring patient specimens and obtaining test results. The last phase, postanalytical, involves reporting, interpretation, and clinical use of test results. The chapter discusses the factors affecting quality of test ordering, specimen collection, and patient satisfaction. Special attention must be given to the collection of specimens for microbiological examinations. In some cases, specimen quality can be evaluated by smear examinations before cultures are performed, and specimens may be deferred from testing if judged to be of poor quality. The only direct experience patients have with the laboratory is during phlebotomy. Patient satisfaction with this experience is an important preanalytical quality measurement. The chapter talks about basic statistical processes involved in monitoring analytical performance. Factors affecting test turnaround time are explained. The chapter also discusses the role of corrected and incomplete reports in quality management, and systems for document control. A document control policy should state the intent and direction the laboratory takes to document and record the structure it uses for creating, revising, approving, distributing, storing, retrieving, and destroying documents.
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Current Challenges to Financial Stability within the Diagnostic Laboratory
- Authors: Roxanne Mercer, David S. Wilkinson
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Source: Clinical Laboratory Management, Second Edition , pp 71-83
Publication Date :
January 2014
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Abstract:
The economics of healthcare today challenge clinical laboratories nationwide to provide quality service and patient results in spite of decreasing resources. Decreasing reimbursement for patient testing and dwindling staff resources require the laboratorian to “do more with less.” One must be aware of one’s professional environment and be creative to utilize the existing resources effectively and efficiently. In many cases, this will require a laboratory environment of constant and major change. This chapter addresses some of these issues and their financial implications. Automation, computerization, point-of- care testing (POCT), and robotics will allow a more integrated, systemwide approach to providing high-quality laboratory services in support of patient care. Laboratory networks and multi-hospital systems may achieve economies of scale. There has been a steady increase in regulatory control of the healthcare industry by both federal and state governments. This increase in regulation extends to all clinical laboratories supporting both inpatients and outpatients. Government compliance regulations as well as the Health Insurance Portability and Accountability Act of 1996 (HIPAA) rules have resulted in unplanned expenses for clinical laboratories and hospitals to modify existing computer systems and even add personnel to help meet the regulations.
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Outreach Considerations and Overall Goals
- Author: Charlene H. Harris
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Source: Clinical Laboratory Management, Second Edition , pp 695-739
Publication Date :
January 2014
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Abstract:
A laboratory outreach program can broaden the scope of services for any hospital laboratory and meet the outpatient needs of the community if it is well researched prior to implementation. This chapter provides a practical, step-by-step guidance on setting up an outreach program. The implementation of outreach programs can present many opportunities such as restructuring and strengthening the role of the hospital laboratory in the community, and redefining the relationship with various reference laboratories. It is the responsibility of the salesperson to keep outreach management and personnel informed of prospect development and client relations. In addition, it is the salesperson who will play a major role in coordinating the outreach program’s sales efforts with other areas of the hospital or health system that are also involved in sales. Final commitment for the outreach program from the facility’s administration must be solicited before implementation can occur. A feasibility report or business plan, based on the data previously acquired, provides valuable information for the administration to use in making the “go or no-go” decision. The juggling of the different areas – people, processes, facilities, equipment, and supplies – of implementation and bringing them to fruition in a coordinated manner by the required deadline is challenging. Month-to-month progress of the program can be tracked in terms of service, finance, efficiency, and sales. The market, competition, and operational processes must continually be monitored to uncover changes and make improvements.
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The Changing Practice of Medicine
- Authors: Susan D. Roseff, Denise E. Russell, Margaret M. Grimes
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Source: Clinical Laboratory Management, Second Edition , pp 139-163
Publication Date :
January 2014
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Abstract:
This chapter presents an overview of the major changes that impact the practice of medicine over the first decade of the 21st century. As healthcare costs have risen, there has been pressure to gain control through restructuring, mostly in the form of changes in Medicare and Medicaid regulations as well as the continued growth of managed care. The chapter outlines the major cost-containment and medicolegal issues faced by the healthcare team, including laboratorians. Changing the rules of payment and reimbursement has had vast effects on the clinical laboratory. A description of the recent advances in medicine and information technology is presented. These include computerized information systems, electronic medical record (EMR), meaningful use/value-based purchasing, and advances in diagnostic testing. Describing physician practice and utilization patterns developing in response to societal, reimbursement, and emerging technology, the chapter outlines the emergence of clinical guidelines. Clinical pathways and clinical practice guidelines are also developed by individual institutions, as evidenced by reviews of peer-reviewed publications. The chapter also summarizes the steps required to develop a clinical pathway. We live in a litigious society and the medical community has felt the impact. Increases in medical malpractice awards impact medical care. Changes in the practice of medicine impact medical student and resident training. Finally, the chapter identifies the changes in medical school and residency curricula intended to prepare physicians for medical practice in the 21st century.
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Preface
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Source: Biological Safety
Publication Date :
January 2006
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No descriptions available.
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Quality Management
- Authors: Ron B. Schifman, George Cembrowski, Donna Wolk
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Source: Clinical Laboratory Management , pp 369-390
Publication Date :
January 2004
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Abstract:
This chapter enables understanding the three phases of the total testing process; factors affecting quality of test ordering, specimen collection, and patient satisfaction; basic statistical processes involved in monitoring analytical performance; factors affecting test turnaround time; the role of corrected and incomplete reports in quality management and understanding systems for document control. Developing an effective quality management program is challenging because the goal of the program (good outcomes) is often difficult to quantify and may involve processes that are not directly under the laboratory manager's control. Quality management of analytical phase of the testing process is the most standardized and regulated and has therefore received the most attention. Setting up a hot line through which clients can report potential problems or errors and make inquiries may help large laboratories consolidate customer support services. Quality management of the analytical phase involves reducing inaccuracy and imprecision (variability) of test methods as much as possible. The primary quality characteristic that is monitored during the analytical process is the deviation of an analytical measurement from expected. Errors can be classified as systematic (resulting in a shift) or random (resulting in increased imprecision). Inadequate laboratory test turnaround time is one of the most common complaints that comes to the laboratory manager. Clinical laboratories process and handle an enormous amount of information each day. These processes require an organized approach for controlling and organizing this information and making it readily accessible to busy laboratory staff and laboratory inspectors.
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Outreach Considerations and Overall Goals
- Author: Charlene H. Harris
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Source: Clinical Laboratory Management , pp 611-653
Publication Date :
January 2004
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Abstract:
Laboratory outreach program can broaden and enhance the scope of services for a hospital laboratory and meet the outpatient needs of the community. This chapter provides the reader with practical, step-by-step guidance on setting up an outreach program. It talks about the initial interest and position assessment; in-depth market and operational assessment and business plan construction. The chapter also discusses ways to implementation plan and evaluate program assessment and growth. It provides examples of letters, forms, graphs, questionnaires, etc., that support guidance. An operational assessment of the facility’s and laboratory’s abilities to provide the types and level of services defined by the prior market and client needs analyses is absolutely necessary to determine the cost and operational impact that the outreach program will have. Final commitment for the outreach program from the facility’s administration must be solicited before implementation can occur. Once the outreach program is up and running, it is time to monitor its performance by developing outreach indicators. The key to the prolonged success and growth of an outreach program is responding quickly to market changes and the needs of the customers. Services and processes must be structured from the customer’s point of view rather than from a traditional, inpatient laboratory viewpoint. Once this is accomplished, the successful laboratory outreach program is an asset not only for the parent facility but also for the community it serves.
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Current Challenges to Financial Stability within the Diagnostic Laboratory
- Authors: Thomas J Dilts, David S Wilkinson
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Source: Clinical Laboratory Management , pp 67-78
Publication Date :
January 2004
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Abstract:
The economics of healthcare today challenge clinical laboratories nationwide to provide quality service and patient results in spite of decreasing resources. Decreasing reimbursement for patient testing and dwindling staff resources require the laboratorian to do more with less. One must be aware of one’s professional environment and be creative to utilize the existing resources effectively and efficiently. In many cases, this will require a laboratory environment of constant and major change. This chapter addresses some of these issues and their financial implications. The challenge in many facilities is to keep a positive financial bottom line. Maintaining the status quo is not an option today, since the changing environment requires changes in our laboratory operations in order to maintain financial stability. A review of current laboratory services may reveal some labor-saving opportunities. Automation, computerization, point-of-care testing (POCT), and robotics will allow a more integrated, system-wide approach to providing high-quality laboratory services in support of patient care. Laboratory networks and multihospital systems may achieve economics of scale. The economics of healthcare have changed, decreasing the flow of dollars into diagnostic laboratories. It is imperative today that every laboratorian have a basic understanding of laboratory and healthcare finances. This financial knowledge will help the laboratory team work toward those changes that create a more efficient and cost-effective operation.
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Sailing with Jacques
- Author: Francis Crick
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Source: Origins of Molecular Biology , pp 269-275
Publication Date :
January 2003
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Abstract:
The author recalls a visit of Jacques to Urbana in the early 1950s, in the course of which they talked of enzyme induction and of host-induced phage modification. The author's experiments at that time dealt with the expression of phage-transduced lactose genes. It was a well guarded secret that similar experiments on lactose-transferring episomes were underway in the laboratory, the experiments which later led to the formulation of the operon theory. In his last years Monod became concerned with the impact of biology on human society, and, characteristically, tried actively to promote the field of bioanthropology. The author believes Monod was inclined to put more confidence in the ethological and sociobiological approaches than the author thought was warranted. However, Monod was not dogmatically “biologizing” the human predicament, but simply trying to choose and develop a feasible approach.
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Contributors
- Publication Date : January 2002
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No descriptions available.
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A Comparison of Current Laboratory Information Systems
- Authors: Charles T. Ladoulis, Allan L. Truant, Ray D. Aller
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Source: Manual of Commercial Methods in Clinical Microbiology , pp 360-395
Publication Date :
January 2002
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Abstract:
The clinical laboratory computer, or as it is now commonly called, the laboratory information systems (LISs), has rapidly become one of the most important features of a modern laboratory. One of the most important criteria for choosing an LIS is selecting a company that will be a reliable long-term business partner that supports and tailors its products to meet a laboratory’s changing needs. The systems profiled in the chapter vary wildly in scope and price. They range from basic single-user products for less than $1,000 to complex multisite systems that cost millions of dollars. Some laboratories may get more benefit from a simple lower-cost system than a complex one that takes years to configure and install and for staff to learn to use. The major cost factor in switching from one large LIS to another is not the purchase or installation fees the vendor charges but the immense amount of work the laboratory must perform to train staff and remap its workload and laboratory description from one information model to a different one.