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Clinical laboratories are laboratories for re-engineering

T L Lincoln1

  • 1University of Southern California School of Medicine, Santa Monica, USA.

American Journal of Clinical Pathology
|April 1, 1996
PubMed
Summary

Re-engineering in laboratories, while potentially clarifying objectives, can fragment skills and harm teamwork. Its effective components are already integrated into existing laboratory management practices.

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Area of Science:

  • Management Science
  • Information Systems
  • Laboratory Operations

Background:

  • Re-engineering relies on computer-coordinated information management.
  • Its application as a management tool has yielded mixed results.

Purpose of the Study:

  • To evaluate the impact of re-engineering on laboratory objectives and teamwork.
  • To assess the ambiguity and effectiveness of re-engineering as a management strategy.

Main Methods:

  • Conceptual analysis of re-engineering principles in a laboratory context.
  • Review of practical experiences with information coordination and management tools.

Main Results:

  • Re-engineering can sharpen laboratory objectives but may also fragment specialized skills.
  • It poses a threat to the collaborative attitudes essential for effective teamwork.
  • Beneficial aspects of re-engineering are often already embedded in current laboratory management.

Conclusions:

  • Re-engineering's utility as a distinct management strategy in laboratories is questionable due to its ambiguous outcomes.
  • Focus should remain on integrating proven, effective components into existing management frameworks rather than adopting wholesale re-engineering.

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