I have worked in the laboratory medicine market for a German multinational for 22 years, focusing on laboratory automation and information technology for the last 15 years. I graduated in Pharmacy and Biochemistry from the Federal University of Paraná in 2000, with a postgraduate degree in Lean Six Sigma Quality Management from the FAE University Center and an MBA in Project Management from Fundação Getúlio Vargas (FGV).
Working in the Brazilian laboratory medicine market for just over 20 years, I have witnessed several transformations in the sector.
I’ve seen laboratories of all sizes, from small to large, and some aspects were common to most of them at the beginning of the 2000s, when I started my career in a multinational company: very sectorized environments, with little automation, many employees, poorly standardized processes and deadlines for delivering results that would certainly be considered unacceptable today. In addition, the number of manual tasks, from manually identifying collection tubes to paperwork maps and typing up results one by one, made the environment very prone to errors.
With the increasing democratization of information and competitiveness, laboratories have had to work on strategies to differentiate themselves and improve efficiency. The last 15 years have been marked by a search for positioning vis-à-vis the end customer, consolidations between companies, and the consequent emergence of mega labs by a strong movement to modernize methodologies, integrate disciplines, and automate laboratories.
In the aftermath, the global health crisis caused by the COVID-19 pandemic and subsequent pandemic has pushed laboratory medicine to adopt innovative techniques, positioning point-of-care methodologies and molecular biology as important tools for increasing emergency response capacity.
Considering the changes in the population’s lifestyle and consumption, increased life expectancy, increasingly scarce resources, and the demands imposed by the market, clinical laboratories must be prepared for the very near future. With this regard, it is essential to increase operational efficiency with an eye on long-term results, establishing pillars, targets, and indicators to monitor performance and detect opportunities for continuous improvement.
“With the increasing democratization of information and competitiveness, laboratories have had to work on strategies to differentiate themselves and improve efficiency”
From my point of view, I see seven essential aspects to consider that strongly corroborate increasing the operational efficiency of your laboratory medicine company:
1. Efficient process management
Process management impacts and controls what is being produced and offered to the end customer.
Managing processes allows the company to promote continuous improvement in line with its strategies and objectives, optimizing costs, time and resources, increasing customer satisfaction and business sustainability.
2. Data-based management
Making quick and assertive decisions guarantees a company’s financial success. This is possible when management is based on concrete data. Standardizing procedures and defining strategic and technical indicators optimizes the management of different laboratory processes, helps implement corrective and preventive measures, and monitors the effectiveness of the actions taken.
3. Digitalization
The benefits of digital health go beyond primary care and medical teleconsultations. As part of the health chain, laboratory medicine needs to keep up with advances in digital health, transforming the patient experience, collaborating in integrative medicine, facilitating access to tests faster and more assertively, and creating new products and services.
4. Interoperability of systems
Interoperability enables the consolidation of information, a comprehensive view of the patient, and consequently, more efficient care with gains for the institution, the healthcare professional, and the patient. Although the concept is simple, the practice is a huge challenge due to the lack of standardization, unstructured data, and information security.
5. Investing in Innovation
Innovation is essential for survival in today’s market and the long-term sustainability of the business.
Due to the high costs, evaluating the investment very carefully is important. The innovation to be considered must really impact quality, clinical effectiveness, and waste mitigation.
6. Humanized, person-centered care
Patients increasingly take an active role in their healthcare decisions and expect personalized care that respects their values and preferences. Investing in humanized care in the clinical analysis laboratory is essential to building a promising future in the health area. In this sense, with the growing appreciation of the patient experience, it is a significant competitive differentiator.
7. Team training, qualification and motivation
Given today’s rapid and impactful transformations, contemporary work processes demand qualified and innovative professionals. A culture of continuous learning can encourage people to leave their comfort zone and enable them to change their mindset.
“A high-value health system for users enhances the patient experience, improves the population’s health status, and optimizes costs and resources. The most efficient services can significantly reduce waste, gain competitiveness, grow more consistently, improve their competitiveness, improve the quality of care, and thus impact clinical outcomes.
