The first in a series of seminars dedicated to Lean in the laboratory was held in February. It focused on enhancing histopathology laboratory efficiency and accuracy, and Pauline Connor demonstrated how her department at the North Middlesex University Hospital is embracing Lean processes.
The first Workflow Solutions for the 21st Century seminar was held recently at BMA House in London. It enabled delegates to view and test some of Thermo Fisher’s latest innovations in tissue processing and understand how they can impact on workflow and processing quality to provide enhanced efficiency.
Introducing the event, Peter Kilner (Thermo Fisher Scientific) explained that the aim of the day was to provide a thought-provoking and helpful vehicle for two-way information exchange in the walk towards Lean. As part of the NHS Improvement programme, nine hospitals across the UK have become pilot sites for the ‘Learning How to Achieve a Seven- Day Turnaround in Histopathology’ project.1 With a case study presentation from one of these pilot sites and an opportunity for discussion and the sharing of experiences from the floor, the seminar promised to be an ideal Lean learning opportunity.
Lean histopathology at North Middlesex
Conveying the experiences of one of the nine NHS Improvement pilot sites, Pauline Connor, chief biomedical scientist, North Middlesex University Hospital (NMUH), started the day with a presentation entitled ‘Taking a Look at Your Service: From Making Do to Real Improvements’. Pauline took a brief look at Lean philosophy, and followed this with a series of practical application examples of Lean principles within the NMUH histopathology department, and discussed the associated resources required.
The histopathology department at NMUH serves a medium-sized DGH and receives approximately 9500 requests per year. Since 2009, the complexity of cases has increased by 49%, with increased demands on consultant reporting time to support 43 multidisciplinary team (MDT) meetings per month. Although biomedical, clerical and clinical staffing levels are stable, only one out of the five consultants is full time. This was a key driver in the department’s approach to Lean and its commitment to the pilot project as a means of enhancing processes and workflow.
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