{"title":"全面质量管理在临床化学实验室中的应用。","authors":"L Burnett","doi":"","DOIUrl":null,"url":null,"abstract":"<p><p>Total quality management (TQM) was introduced into a clinical chemistry laboratory department. During the first 9 months, 35 quality improvement projects were introduced, involving 87% of the Department's staff. As a result of these projects and with a capped budget, a range of new clinical services was introduced, significant improvements in the speed of Departmental services was documented, productivity improvements were achieved, and a 10-fold reduction in staff resignations occurred. The major hindrance encountered was the lack of interest from other non-quality orientated departments elsewhere in the hospital.</p>","PeriodicalId":77019,"journal":{"name":"Australian clinical review","volume":"13 1","pages":"3-10"},"PeriodicalIF":0.0000,"publicationDate":"1993-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Introduction of total quality management into a clinical chemistry laboratory.\",\"authors\":\"L Burnett\",\"doi\":\"\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Total quality management (TQM) was introduced into a clinical chemistry laboratory department. During the first 9 months, 35 quality improvement projects were introduced, involving 87% of the Department's staff. As a result of these projects and with a capped budget, a range of new clinical services was introduced, significant improvements in the speed of Departmental services was documented, productivity improvements were achieved, and a 10-fold reduction in staff resignations occurred. The major hindrance encountered was the lack of interest from other non-quality orientated departments elsewhere in the hospital.</p>\",\"PeriodicalId\":77019,\"journal\":{\"name\":\"Australian clinical review\",\"volume\":\"13 1\",\"pages\":\"3-10\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"1993-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Australian clinical review\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Australian clinical review","FirstCategoryId":"1085","ListUrlMain":"","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Introduction of total quality management into a clinical chemistry laboratory.
Total quality management (TQM) was introduced into a clinical chemistry laboratory department. During the first 9 months, 35 quality improvement projects were introduced, involving 87% of the Department's staff. As a result of these projects and with a capped budget, a range of new clinical services was introduced, significant improvements in the speed of Departmental services was documented, productivity improvements were achieved, and a 10-fold reduction in staff resignations occurred. The major hindrance encountered was the lack of interest from other non-quality orientated departments elsewhere in the hospital.