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The article offers information on the uncertainty regarding a timeline for recovery in demand for petroleum-derived products during the coronavirus (COVID-19) pandemic. It mentions pandemic forcing many downstream operators to confront the need for business and digitalization strategies that enable sufficient resilience and flexibility to maintain profitable operations during prolonged atypical market conditions.

The article discusses the establishment and growth of ClearChoice, a chain of dental implant centers, which started as an experiment in implant dentistry in a private dental office in Denver, Colorado. It highlights the challenges faced in attracting eligible patients, the transformation of patient experiences, and the economic factors that contributed to the success of ClearChoice.

The article focuses on the launch of a digital solution that included Brown and Caldwell's smart sensor network by the Stiles Wastewater Treatment Facility located in Memphis, Tennessee to monitor water quality. The smart sensors provided pH measurement, biochemical oxygen demand nutrient compounds, and a spectral fingerprint using ultraviolet absorbance. A second phase of the project is aimed at addressing corrosion in the collection system and pH swings at the facility.

The article offers information on challenges faced by the healthcare industry in training their employees. It states that laboratories of small hospitals are not well trained to deal with epidemics. This creates the demand for well skilled and trained staff for the laboratories. It is important to retain trained staff as the existing staff retire. During such situation the need to educate the employees with the latest technology and skills arises.

The article focuses on laboratory management. The laboratory staff remains the key to accurately and timely diagnostic information. They continue to become more complex with greater demands for economy and timeliness. The laboratory team decided to share its knowledge and expertise in point-of-care testing by organizing the North Texas POC Network, providing forum for the discussion of POCT, as well as the complexities in the care and treatment of patients.

The article explores the move made by the Franciscan Skemp Healthcare (FSH) in the U.S. to improve the quality management system of its laboratory. It gained access to the lab quality system of Mayo Health System which discussed on quality-system framework that was based on the Clinical and Laboratory Standards (CLSI). They were exposed to its document control process and the importance for leadership support for the development, education and use of a quality system.

Focuses on the initiative carried out by Anne Beall and Kathy Miller to combat ongoing medical laboratory workforce challenges at Sarasota Memorial Hospital & Healthcare System's laboratories in Florida. Concept of the Who Moved My Cheese? campaign; Statement of Beall on the need use of cross-training as one of their improvement tools; Impact of cross-training on quality, efficiency, and productivity of medical technologists.

Discusses the strategies used by laboratory managers to reduce cost and increase the productivity of the laboratory. Advantages of automation; Alternatives to improve laboratory operations; Advantages of decentralized specimen handling; Specimen tracking.

The article announces executive appointments in the heating, piping, and air-conditioning industry as of December 2019, including Andrew J. Smith as chief executive officer of portable and industrial power products manufacturer Trystar, Nick LeJeune as vice president of sales and marketing for superior holding at firetube boiler manufacturer Superior Boiler, and Ian Barrie as head of sales for the Americas at electric motors company Danfoss Drives.

Presents the creative forms for organizing and presenting laboratory data in the U.S. Improvement of management data; Inclusion of automated susceptibility testing; Advantages of personal computers.

Answers several questions on the management of laboratories. Includes importance of the strict implementation of laboratory policies; Obtaining accurate feedback from clients; Protection from downsizing.

Answers several questions concerning medical laboratory management. Need to review staff patterns, work assignments and hospital policies regarding acceptability of absence from the work area; Do's and don'ts regarding specific safety procedures in the laboratory.

Lists several laboratory products to be featured in the 1997 conference of the Clinical Laboratory Management Association. Includes Coag-A-Mate MTX coagulation analyzer; NucliSens HIV amplification products; MicroNET electronic connection.

The article reports the importance of developing a laboratory information systems (LIS) in response to issues regarding blurred lines in surgical, cytology, and molecular pathology reporting. It reveals the importance of LIS system to help pathologists create a workflow that starts from either side and to incorporates reports in all areas of the laboratory. It will also provide an opportunity for them to create a hybrid and integrated reports of clinical, molecular, and pathology results.

The article focuses on the contributions made by marketing executive Robert Michel for the development of the laboratory industry in the U.S. He wrote the Dark Report and the Executive War College which offered knowledge on the effective management of laboratories and established the Lab Quality Confab which unite first-mover and early-adopter labs together to share their experiences. He wished to promote the adoption of quality-management methods in hospitals, health systems and laboratories.

Focuses on the implementation of the Six Sigma laboratory model at the North Shore-Long Island Jewish Health System in New York. Methodology and definition of the laboratory model; Advantages of Six Sigma over other laboratory models; Citation of methods incorporated in implementing the model.

The article reports that Vinyl Pipes met a few times with the Yaturba team to understand the challenge, and the team decided to test its pipes vigorously before sharing any product samples. Topics include changes in various areas of pipe production and quality testing, and set their testing parameters to suit the area's harsh weather conditions; and Yaturba team's confidence in the durability and reliability of Vinyl's pipes conditions.

Standardization is a thing of the past because buyers insist on a wide selection, which means manufacturers must find new ways to control costs and remain profitable, while making more product variations in smaller batches. New process improves operations Since much of the challenge for batch manufacturers today relates to mass customization, let's follow how the new product design process works using modern tools. [Extracted from the article]

Answers questions on medical laboratory management. Responsibility of the manager to define job performance expectations and to help guide the staff towards more productive time; Importance for laboratorians to understand the costs of their work in a contracting environment.

The article offers information on Regulatory updates and streamlined reporting save time, maintain consistency in water sector. Topics include team oversees, inspects, and samples 55 industrial users in the service area, and also permits and inspects 200 food service establishments (FSEs) under the FOG program; and computerized maintenance management system (CMMS).

The article discusses the importance for drinking water supplier laboratories to use a laboratory information management system (LIMS) to ensure that they are complying with new standards, following best practices, and are keeping customers safe and satisfied. It explores the challenges in water sampling which is a crucial component in ensuring that consumers receive a safe and reliable product. It also presents a case study of Northern Ireland Water's water sampling program with LIMS.

The article presents a case study of the features and functions of laboratory information management system. The laboratory used a manual method of managing laboratory information before implementing an automated information management system. In this context, some examples of implemented beneficial Needs Assessment recommendations are given.

Focuses on profitability maintenance at Meridian Health-managed Jersey Shore University Medical Center (JSUMC) in Neptune, New Jersey. Challenges faced by laboratories in maintaining revenue flow; Recommendations from Misys Consulting Services on laboratory operations; Result of the Misys Outreach program implemented by JSUMC.

The article presents questions and answers related to the management of a physician office laboratory including one on how one should approach the director of the laboratory seeking his participation and knowledge, and another related to the supervisor wishing for the director's frequent visits at the site.

The article discusses the implementation of LEAN management in the automation of clinical laboratories. It states that the hidden inefficiencies of laboratories, highlighted by automation, can provide opportunities to implement LEAN practices for maximized benefits of automation such as the case of BC Biomedical Laboratories. It explores the LEAN principles like the standardization of work processes and its benefits. The continued application of LEAN principles to work processes is noted.

The article presents questions and answers related to management issues including how to persuade management to do measures for the security of laboratory employees, and what to do to maintain jobs due to the economic turmoil that has led to employee layoffs.

The article presents questions and answers related to hospital laboratory management including speaking a foreign language and productivity with the administration.

The article reports on the need of standardization on centralized transfusion services (CTS). It is stated that CTS is often described as a core laboratory environment that performs significant unit testing as well as inventory management for multi-facility institution. Moreover, to ensure that the right blood product is at the right place at the right time, CTS needs to build on success achieved in standardizing the donor management and laboratory testing.

The article presents questions and answers related to laboratory management. One person asks about an approach that could explain to an administration that worked-hours/billable-productivity measure cannot be applied to one day at a time. Another questions concerning the actions that can be taken to ease staff frustration while backing management policies.

The article focuses on the process involved in selecting laboratory equipment. According to the author, the importance of the equipment utilized within a laboratory is second to its workforce and special care must be taken in selecting both resources. The process was designed to provide laboratory scientists with new instruments with a framework for the collection of objective information and the evaluation of technical capabilities and acquisition options.

The article focuses on Fairview Ridges Hospital in Burnsville, Minnesota and its implementation of the lean management principle to improve efficiency in its urinalysis section. The hospital implemented the lean principle in 2004 which includes upgrading of its laboratory facilities used in urinalysis. Implementation of the lean management principle included analysis of work activities to eliminate waste and unnecessary motion that reduces efficiency of output.

The article presents questions and answers related to laboratory management. One of the questioner asks about the problem of managing shifts of employees. Another question deals with the problem in spreading raises for high performers in a laboratory. The expert replies to this question that spreading raises is a subject of management discretion.

The article presents questions and answers related to personnel management in the laboratory. One reader asked about policy on the use of personal cellular telephones during working hours. Another reader seeks advice on how to deal with a laboratory manager who does not put in a whole week of work but instead dumps down his responsibilities on his workers.

This article presents information on the advances in lab business education in the U.S. For years, lab managers have been tasked with running an efficient business. They have worked hard to meet and exceed expectations by providing timely, quality results to their customers. From spearheading educational forums to leveraging strategic partnerships, Bayer Diagnostics has made management education for laboratory professionals its latest knowledge based offering. Laboratory professionals can now choose from a host of educational tools on a range of management topics. And based on the encouraging response from laboratory professionals across the United States, the company plans to continue expanding its curriculum. INSET: Thinllab '06 scholarships available..

The article presents answers to queries related to medical laboratory management as of November 2005. Advice was given to a laboratory supervisor with regards to building team spirit and gaining co-worker respect. A number of steps were recommended for solving problems related with poor managerial skills in a laboratory supervisor.

Presents a question and answer advisory regarding technical and clinical issues in medical laboratory management in the U.S. Opinion regarding the possibility of imposing a charge on extra examination of isolates in performing stool cultures that turn out to be non-pathogens; Existence of established critical ranges for international normalized ratio therapy; Idea regarding the variation of stability requirements for some time-sensitive tests among laboratories.

Responds to questions concerning medical laboratories and its employees. Information on CLIA requirement for test validation among laboratory technicians; Pathological condition that may result in a higher cerebrospinal fluid glucose than that in plasma.

Discusses management issues concerning medical laboratory professionals. Manager's search for a way to recognize employees for exceptional work; Tips in dealing with a difficult manager.

Presents answers to queries concerning medical laboratory management in the U.S. Written criteria for urine culture in a hospital laboratory; Medicare's view on urine cultures; Procrastination.

Looks on how the Columbus Community Hospital laboratory manager balances staff's expertise and technology available in the laboratory information system in Nebraska. Review of manual procedures; Building rules-based analysis; Quality assurance processes.

Answers questions relating to laboratory management. Ways to minimize crisis management in laboratories; Importance of learning how to enhance coping skills and of being a problem solver at work; Recommended way to deal with a European medical technologist who has bad body odor.

Presents a question-and-answer advisory on laboratory management. Factors affecting employee morale; Challenges facing hematology and chemistry supervisors in laboratory; Involvement of medical directors and laboratory staffs in the creation of operating policies for laboratory.

Reports the importance of capital expenditure justification for laboratory administration. Factors needed in justifying capital expenditures; Control of the financial assets; Details on the key indicators of financial viability.

Features the 1997 annual conference of the Clinical Laboratory Management Association held in Toronto, Ontario. Preconference workshop on the principles of accounting; Laboratory integration seminar; Break-out sessions to be held; Discussion to beheld on laboratory automation case histories.

Answers questions concerning the management of laboratories. Guiding principles to ensure the success of a business meeting; Options available for managers regarding the proper appropriation of tasks and responsibilities to laboratory employees.