INTRODUCTION: In order to ensure market competitiveness in laboratory medicine, there is a current demand for processes with high customer added value, high flexibility to attend fluctuating customer and legal requirements, as well as ability to adapt to changes. These challenges require global adaptation to a processbased view. OBJECTIVE: To evaluate critically an initiative of process mapping and redesigning developed in a major clinical laboratory. In this analysis, the results of the redesign project developed in the technical area are presented and evaluated, including technical and support processes METHODS: Thirty-seven technical processes were mapped by use of customized methodology, and key disconnections and improvement opportunities were identified. Each process was sequentially reviewed and redesigned. Furthermore, an action plan was outlined for the implementation of each new process. Results: After implementing new redesigned processes, staff productivity rose by over 30%. Another important result was obtained in terms of process flexibility, mainly due to the new subarea structure in the technical area. DISCUSSION: The main crucial points of the project were related to information technology (IT) resource availability and no prioritization of process assessment at the beginning of the project. CONCLUSION: Clinical laboratories may attain significant results with process redesign initiatives as long as these are result-oriented, aligned with the organization strategies and implemented with a planned approach.
Process improvement; Process mapping; Process redesign; Clinical laboratory; Lean thinking; Six Sigma
