Histology Workflow

1
Histology Workflow Annamarie Dockery
Christopher Scano Craig Dise MD Joe
Immordino Marilyn Ilvento Michael Overa Nancy
Mitchell Ron Delacruz Veronica Fraser
99 Beauvoir Avenue Summit, NJ 07901 (T)
908-522-2194 (F) 908-522-2320

• Abstract
• Goals
• Decrease the time it takes to process pathology
  slides
• Increase our Z score to at least 3.38
• Reduce our DPMO to 30,396
• Reduce average time to slide availability to 120
  minutes
• from the current 232 minutes
• Create continuous flow processing
• Implement rapid tissue processor
• Reduce overtime
• Methodologies utilized
• Six Sigma

• We implemented changes in 2 phases
• Phase 2 included the addition of the rapid tissue
  processor
• Our process capability improved dramatically.
• We reduced the number of defects by 67

• Results/Changes
• Adjusted staff schedules
• Reallocated tasks
• Reorganized tech workflow to accommodate new
  rapid tissue processor
• Reorganized case priority
• Utilize partially full racks
• Added a third shift
• Adjusted Transcription and Pathology Assistant
  hours
• Increased process batches from one to four per
  day
• The overnight run has a larger volume and
  consists of mostly major
• specimens versus biopsies.
• Decreased utilization of xylene, alcohol and
  paraffin
• Decrease in Overtime
• Decreased turn around time from 232 minutes to an
  average of 117 minutes.
• Since results are available within the same day
  the specimen is received,
• physicians can make same
• day diagnosis.

• Reduced the total number of steps to process
  slides. (red steps were eliminated)
• Instead of one batch overnight. Slides are
  processed continuously throughout the day.

• Introduction
• Project Objective To create a continuous flow
  process
• to improve overall turn around time, patient
  care, and
• physician and patient satisfaction.
• Problems/Opportunities
• The single batch overnight process ran
  approximately 12
• hours and did not include the final phase of
  slide
• preparation for pathology review
• Pathologists and physicians are unable to make a
  
• diagnosis and treat the patient in a timely
  manner due to
• the delays and turn around time of the current
  process
• Improve efficiency and increase employee
  satisfaction
• Current process and turn around time differs
• dramatically at the two hospitals. Standardize
  processes and

• Conclusion
• Staff is empowered
• Processing time has decreased
• Increased efficiency
• Overtime has decreased