Critical value of the clinical laboratory test in Thailand.

BACKGROUND: The critical values are the values of laboratory testing results which required attention or action by the physicians. It is an essential component of good laboratory practice and widely used throughout the world. The present study examined the current situation on implementing of critical value list (CVL) of Thai clinical laboratory and what factors were involved in their consideration. MATERIAL AND METHOD: A questionnaire composed of 3 main categories made up of 34 questions was mailed to 450 Thai clinical laboratories. These participated laboratories were randomly selected from both private-and government-hospitals. Participated ones were requested to answer the questionnaire and return via mail within two months. Data were analyzed by Chi-square test on Microsoft Excel. RESULTS: The results showed that there were only 48.9% of Thai laboratories implemented the CVL. It was found that there were many factors which governed the implementation of critical values. These factors were significantly different between those who implement the critical values and those did not (p < 0.01). In regard to private- and government-hospital laboratories, implementation of CVL was not significant difference (p > 0.1). However, it was found that assigned persons who responded to notify and act on the critical value was significantly different (p < 0.01). Moreover there were no significant differences on laboratory policy, communication method as well as standard operating procedures on critical values between the private- and government-hospital laboratories (p > 0.1). There were only 20.2% of those who implemented the CVL and considered this action as a non-troublesome matter. But, a large group of 95.7% considered this matter as an extra-ordinary tool for quality control of result reporting system. CONCLUSION: Thai laboratories perceived the implementation of critical values list differently. There were some factors beyond their consideration. However utilizing of CVL would be an extra-ordinary tool for assuring test results.

A smart model for clinical laboratory personnel development.

BACKGROUND: To become a quality clinical laboratory, personnel development is the most important factor. In order to achieve this goal, it should emphasize that clinical laboratory is not only a testing laboratory; it must be a knowledge-based service laboratory. A smart model for clinical laboratory personnel development under the Human Asset Development (HAD) program had been launched since 2003. OBJECTIVE: To strengthen the competency of clinical laboratory personnel, an appropriate model was developed and apply to the clinical laboratory personnel. MATERIAL AND METHOD: Medical technologist who currently worked in clinical laboratory participated in this study. The proposed model consisted of 3 phases. 1) The knowledge providing via update and refresher courses. 2) Application of learned knowledge to practice under close supervision. 3) Training on special topic and self oriented research activity. RESULTS: The outcome of 5 years project was evaluated. After the first phase, they were able to identify and solve their own troublesome under ours close supervision. There were 25 projects presented within 3 years. The last phase, they were very constructive. Nine projects of self created had been presented. Those projects contained clear objectives and were able to implement. CONCLUSION: The smart model for clinical laboratory personnel development leaded to many self created projects in a few years. Thus, this implies its important role in human resource development that should be continued. The keys index of success were ours strong intention, with providing motivation and periodically encouragement to the participants, and keep going on consistently.