Management Review Meetings: A boon to Sustainable Laboratory Quality Management System, Lodwar County Referral Hospital Experience.

BACKGROUND

Since 2015, laboratory quality management system has been the driving force toward accreditation at Lodwar county and referral hospital (LCRH). The laboratory supports 220 bed capacity referral facility which receives patients from Uganda, Ethiopia and Southern Sudan. Due to this influx, the county referral Laboratory enrolled Strengthening Laboratory Management
toward Accreditation (SLMTA) program which transformed it both systematically and infrastructurally in preparation for ISO 15189 accreditation. The laboratory propelled from zero star to accreditation status for a period of 3 years where management
review meetings were an impetus to the tremendous performance.

METHODOLOGY

Before the SLMTA process commenced at LCRH, the management was brought on board and sensitized about the entire process by the experts with an aim of fostering commitment and buy-in. This was fundamental in enlightening the management on how the process will provide a controlled and efficient high level of technical competence and quality service to its customers. All the departmental heads that were directly or indirectly linked to the laboratory were involved which included but not limited to Nursing head, clinician, laboratory staff, procurement, accountant and maintenance staff—towards the mission of sustainable quality practices.

RESULTS

The Laboratory moved from zero stars to accreditation status. There was overhaul renovation and reorganization of laboratory floor plan to avoid spaghetti movement, one Quality and Biosafety manual developed, expanded test menu from 30 to 50 tests, fifteen updated personnel files created, sample rejection rate reduced from 22% to 2%, equipment down time reduced from 10% to 3%, environmental temperature reduced from 37oc to 20oc through installation of five functional air-conditioners, staff punctuality increased from 20% to 74%. The management engaged in resource mobilization and advocacy which increased staff level from 8 to 20, EQA results improved from 70% to 98%, budget for commodities increased, trainings and mentorship implemented.

CONCLUSION

Laboratory quality management system gradual implementation has been realized at Lodwar county and referral hospital laboratory through SLMTA process, tremendous positive changes have taken place due to hospital management buy-in and laboratory staff teamwork. Continuous quality improvement through the support of management is a fulcrum in continual and sustainable laboratory quality management system.