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Laboratory process improvement through point-of-care testing
T M Bailey1, T M Topham, S Wantz
1Methodist Clinical Laboratory Services, Clarian Health Partners, Indianapolis, IN 46206, USA. tbailey@clarian.com
The Joint Commission Journal on Quality Improvement
|July 1, 1997
Summary
Point-of-care testing (POCT) significantly reduced blood analysis costs and turnaround times. This initiative optimized decision-making cycles and integrated laboratory services closer to patient care.
Area of Science:
- Clinical Laboratory Science
- Healthcare Management
Background:
- Methodist Clinical Laboratory Services underwent a significant restructuring from 1992-1996.
- Point-of-care testing (POCT) was implemented to enhance decision cycle time and reduce information provision costs.
Purpose of the Study:
- To compare the cost-effectiveness and efficiency of traditional blood analysis with a newly implemented POCT system.
- To evaluate the impact of POCT on nursing time, turnaround time, and overall hospital costs.
Main Methods:
- A comparative model was developed to analyze traditional blood analysis processes (May 1994).
- The same model was applied to evaluate the POCT blood analysis process (March 1995).
- Key metrics included cost per test panel, nursing time, and overall turnaround time.
Main Results:
- The POCT system resulted in annual savings of $392,336 compared to the traditional method.
- Average cost per test panel decreased from $15.33 (traditional) to $8.03 (POCT).
- POCT improved turnaround times, reduced steps in patient care (4) and laboratory (10), and impacted caregiver decision cycles.
Conclusions:
- POCT evolved into a core strategy, decentralizing laboratory testing for immediate caregiver access.
- Establishing a POCT committee, including critics, is crucial for successful program integration and organizational impact.