| Medical Laboratory Observer |
| Product focus |
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Lab info systems (LIS) ease workflow |
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Laboratories, more than ever before, are depending on information systems to combat the critical staff shortage, the increased demand for faster turnaround times, and the ever-growing burden of security and regulatory compliance. Connectivity, scalability, automation of processes that streamline laboratory workflow and integration of laboratory data into enterprise-wide information are key issues addressed by the software systems summarized below. |
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Real-time interface software
LabDAQ Series 3 Antek Healthware
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Client server-based system
WindoPath/PocketPath/Vox Pap Psyche Systems Corp.
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Integrated lab network
Orchard Copia Orchard Software Corp.
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Web-based LIS system
MODU-LIS II Modulus Data Systems Inc.
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Genetic/DNA LIMS
Starfruit GeneTell LIMS Data Unlimited International Inc.
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Anatomic pathology software package
PacePath Labsoft Inc.
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Global lab solution
MediLab MediSolution Ltd.
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Streamlining lab processes
NOVIUS Lab Siemens Medical Solutions
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New blood-bank donor solution
Millennium PathNet Blood Bank Donor Cerner Corp.
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Graphical lab system
SchuyLab/SchuyNet Schuyler House
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"Case-centric" model
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The 10 Commandments of LIS Troubleshooting
By Roy Motley
Problems involving new technology are best solved with an old-world approach. Whether you are faced with an isolated instrument glitch or searching out answers to deeper and more technical dilemmas, these 10 Commandments offer a disciplined, systematic, rock-solid route to customer-service solutions — stone tablets not included.
I. Thou shalt know thy symptom before intervening. This first step is the most important. Poorly defined symptoms trigger most of the misery involved in troubleshooting. The instinct to "ready, fire, aim" is a primary sin that leads to ineffective troubleshooting. Accurately and concisely define the symptoms, as well as verify that they exist. Define the system area responsible for the problem. As a hypothetical symptom, let us say an instrument is failing to read the barcode on a sample tube. This symptom is contained in the barcode system area.
II. Know thy processes. A system area can involve many individual processes. For example, creating, attaching, and reading the barcode labels are three different processes. Define and investigate the individual processes in the system. A properly defined problem is a joy to fix. A good troubleshooter is like a detective. To properly define a problem, thoroughly examine the instrument and interview the operator. Explore the logbooks for clues, and ask the operators open-ended questions. Take good notes. III. Thou shalt not do needless work. Once you identify a problem and the proper process, use maintenance and observation to attempt to fix it before moving on to more difficult steps:
IV. Thou shalt gain insight from looking into the past. Investigate change! It worked yesterday; it does not work today. What changed? Isolate the differences that may cause this failure. Are the labels created in the ER the only ones that fail? Did the failures start after scanner maintenance?
V. Thou shalt not exceed thy capabilities or transgress into deep thought. Modern technology needs an empirical approach to avoid "paralysis by over analysis." Test and experiment to help eliminate suspected problems in the process. Any test that can eliminate a specific component is useful, but tests that divide the failure into a specific area are invaluable. This is called "divide and conquer." If you had a thousand suspect components in a system and could devise tests that split the system in half each time, it would take only 10 tests to discover the cause. Examine the diagnostic manuals to learn more about divisional tests already built into many systems. The manufacturer may have already developed an elimination process coupled with automated tests. In the case of the barcode reader, using a barcoded item that you know had worked within the past few days would provide a valuable division. The most valuable division tool involves Commandments I and II. Most of the likely causes can be eliminated by properly performing these steps.
VI. Thou shalt not rush to conclusions. Do not fixate on trying to resolve the problem. Instead, try using the process of elimination to determine what is not the problem. Eliminate each section until the cause is all that remains.
VII. Thou shalt not be led astray by false prophecies. Be sure that what you find is truly the root cause. Recurring problems are often due to this oversight. For example, excessive debris in the read area could have dirtied the barcode lens. The dirty lens is just a byproduct of the real root cause — excessive debris. Once a cause is isolated, verify that it is the root of the problem. Always try to analyze why the component failed. During root-cause analysis, have an alternate goal of making sure the problem never happens again. For instance, if the root cause is poor maintenance, new training in this area is needed.
VIII. Thou shalt not make matters worse. Once the root cause is identified, formulate an action plan to resolve the issue. Consider the safety of all personnel involved, as well as possible harm to the system under repair. Take this step before invasive procedures are performed.
IX. Thou shalt confirm all repairs. Once you perform the repair, verify that the entire system is operating properly. This step is often overlooked in the joy of success. Problems introduced during the troubleshooting process can induce other unwanted effects throughout the system.
X. Thou shalt approach this process with joy in thy heart. Anger and panic have no place in troubleshooting. A solution can be found. People made it thus; people can fix it. If negative emotions emerge, take a five-minute walk. When you return, concentrate on one thought: What experimental tests can be performed that will narrow the focus of your search even further? By employing this systematic approach, take pride in the fact that you are making progress toward the solution by pinpointing the problem. Do not just think of success as fixing the problem; narrowing the focus of the search is success in and of itself and paves the way for the next step in remedying the problem. That remedy, may involve you, another technologist, a manufacturer’s help desk representative — or even a visit from a service engineer.
Success is within your grasp when you use these problem-solving strategies — and you shall even help add long life to thine instruments. Roy Motley is manager of automated service processes for Beckman Coulter Inc. in Fullerton, CA.
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| March 2004: Vol. 36, No. 3 |
| © 2004 Nelson Publishing, Inc. All rights reserved. |