1. Quality Process Changes to Improve Laboratory Services for Cancer Center Patients Department of Clinical Laboratories and Cancer Center Services Laboratory: J.Molnar, C. Blakemore, A. Paglin, M.Rider, T. Lamb, B. Binford, C. Jarosz, C. Shipp, S. Kahn Cancer Center: B. Buturusis, P. Stiff Confidential: For Quality Improvement Purposes Only

2. Opportunity Laboratory testing for Cancer Center patients was performed at two locations: Loyola Outpatient Center (LOC) for hematology and the hospital Core Lab (Core) for all other testing. All samples drawn in the Cancer Center were split and sent to the two locations. Staffing for the LOC lab was rotated from the Core lab to cover the limited schedule of operations. Instrumentation and reagents were also duplicated at both sites.. Confidential: For Quality Improvement Purposes Only

3. Opportunity and Solutions The consolidation of the two laboratories, LOC and Core, would maximize resources, decrease turn-around-time for testing and provide expanded hours of service for Cancer Center laboratory testing. Quality service for Cancer Center patients Confidential: For Quality Improvement Purposes Only

4. Goals Consolidate testing for Cancer Center patients to one location (Core) Maximize the efficiency and productivity of Core and LOC staff Provide a seamless transition in service for all Clinicians and patients Confidential: For Quality Improvement Purposes Only

5. Goals continued Decrease turn-around-time for all Cancer Center hematology testing Provide expanded hours of service for Cancer Center patients Generate cost savings by eliminating the duplication of services Confidential: For Quality Improvement Purposes Only

6. Target Turn-around-time (TAT) for Cancer Center results not to exceed current TAT of 53.5 minutes Stretch Goal: Reduce current TAT by 15% Confidential: For Quality Improvement Purposes Only

7. Pre-Consolidation Confidential: For Quality Improvement Purposes Only

8. Implementation Reduced processes in Cancer Center Phlebotomy by forwarding all samples directly to the Core Lab Combined LOC and Core staff to add flexibility and improve productivity Implemented triage of Cancer Center specimens for immediate receipt and analysis in the Core Lab Confidential: For Quality Improvement Purposes Only

9. Post-Consolidation Confidential: For Quality Improvement Purposes Only

11. Analysis Turn-around-time decreased from a mean of 53.5 minutes to 37.9 minutes. TAT reduced by 25%, thus exceeding the original goal by 10%. Eliminated duplicate services resulting in a cost savings of $37,000. Confidential: For Quality Improvement Purposes Only

12. Next Steps Develop quarterly audits of TAT for Cancer Center patients Implement auto verification for Cancer Center samples to enhance overall patient satisfaction (Decrease TAT for results) Confidential: For Quality Improvement Purposes Only