Organisation of a Clinical Laboratory


Organisation of a Clinical Laboratory

Lab management is the-

  • Planning/Strategy
  • Organization
  • Leadership
  • Staff management

The skill for management requeries-

  • Well organised
  • Good time management
  • Delegation
  • Communication
  • Problem solving
  • Leadership
  • Administrative and financial skills
  • Forward planning and strategic skills

Quality Management system- Monitor and report quality performance and identify opportunities for improvement across entire process: Documented; Monitored; Reviewed; Updated; Audited.

Personnel- The most important laboratory resource- Recruitment,; Retention; Competency and Competency assessment; Performance appraisal; Peersonnel records.

Facilities and equipment FACILITIES: • Engineering controls for staff safety • Safety equipment EQUIPMENT: • Contemporary • Maintained–records kept • Safe.

Workflow- Optimise; UnderstandREAL limitations–geography, equipment, training; ApplyLEAN thinking; Map; Identify bottlenecks; Consideralternatives.

Design KPIs for performance monitoring-

  • Indicators of patient safety-errors
  • Staff-competencies
  • Business performance
  • Marketing etc..


  • Clinicalexpectations(patient outcomes)
  • Commercial contracts
  • Sentinelsto monitor lab capabilities
  • Select meaningful indicators
  • LIS–automated reports need to reflect true time of receipt and time of resulting   
  • Pre-analytical–collection to lab


  • Activity –Workload management –Financial reporting –Business performance –Strategic planning 
  • Business cases –Marketing


  • KIMMS–pre-and post-analytical errors
  • Wrongblood in tube
  • Precious samples rejected–TM, intra-opetc
  • Haemolysed sample
  • ID failure
  • Retracted reports
  • Customer complaint

Errors must be managed-CAR/OFI

Continuing education

Internal: • Seminars, journal club,

External: • AACB–CPC, webinars, tutorials, seminars, lectures, conferenceetc • AACC–Learning Lab ($12-$15 per month) • IFCC–eAcademycoming soon • Post-graduate

Business Continuity Plan

Loss of: power, LIS, internet, phones, instrument, supply
• Business Impact Assessment–BIA – Categorise functions into Tiers of criticality
• Develop CLEAR plans for critical functions – Relocate to other lab within your organisation – Forward to other provider
• Recovery strategies


Protect our most valuable resource
• Safe facilities
• Active staff involvement
• Training • Clear information –Biosafety Manual –Chemical Management Manual
• Incident reporting and management

70% of clinical medicine decision making is predicated upon, or confirmed by medical laboratory tests. In the United States  are between 7 and 10 billion laboratory tests reported annually.

A clinical laboratory is … “a facility for the biological, microbiological, hematological, biophysical, cytological, pathological or other examination of materials derived from the human body for the purpose of providing information for the diagnosis, prevention, or treatment of any disease or impairment of, or the assessment of the health of human beings.

Laboratory management task is to integrate and coordinate organizational resources so that quality laboratory services can be provided as effectively and efficiently as possible.


Media Contact:
Allison Grey
Journal Manager
Journal of Clinical Chemistry and Laboratory Medicine
Whatsapp no.-  +1(504)608-2390
Online submission: